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Fiscal Year 2020

Annual Budget

City of Page, Arizona


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Cover Photo Credit - Gary Ladd Photography

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Mayor & City Council

Mayor

Levi TappanTerm ends: November 2020

Vice Mayor

John KocjanTerm ends: November 2020

Council Member

Theresa LeeTerm ends: November 2022

Council Member

Mark CormierTerm ends: November 2022

Council Member

Kristin DavisTerm ends: November 2020

Council Member

Dennis WarnerTerm ends: November 2020

Council Member

Rick YankeTerm ends: November 2022


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City Manager and Finance Staff

Kristy Monroe Finance Analyst

Cathy Gomez

Account Clerk Senior

Glenda Cassidy Account Clerk

City Manager

Michael Celaya

Finance Director

Linda Watson


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Distinguished Budget Presentation Award


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Table of Contents Instructions for Navigating Through This PDF File ........................................................................................ 2

Mayor & City Council .............................................................................................................................................. 3

City Manager and Finance Staff ........................................................................................................................... 4

Distinguished Budget Presentation Award....................................................................................................... 5

Table of Contents ..................................................................................................................................................... 6

I. Organizational Chart ..................................................................................................................................... 11

II. Community Profile ......................................................................................................................................... 12

Attractions ........................................................................................................................................................... 15

City Limits ............................................................................................................................................................ 18

Population ............................................................................................................................................................ 19

Employment ........................................................................................................................................................ 20

III. Financial Policies ........................................................................................................................................... 24

Financial Management Policy Overview ...................................................................................................... 24

Basis of Budgeting ............................................................................................................................................ 25

Fund Accounting ............................................................................................................................................... 25

Fund Descriptions ............................................................................................................................................. 26

Departments by Fund ....................................................................................................................................... 27

IV. Budget Process .............................................................................................................................................. 28

IV. Budget Message ............................................................................................................................................ 30

Fund Accounting ............................................................................................................................................... 31

Balancing the Budget ....................................................................................................................................... 31

Changes in Fund Balance................................................................................................................................ 32

Executive Summary .......................................................................................................................................... 33

Revenues ............................................................................................................................................................. 34

Expenditures ....................................................................................................................................................... 40

Operating Costs ................................................................................................................................................. 42

Personnel Costs ................................................................................................................................................. 42

Capital Expenses ............................................................................................................................................... 44

Short-Term Debt Factors ................................................................................................................................. 44

Long-Term Financial Goals ............................................................................................................................. 45

Summary .............................................................................................................................................................. 48

V. Strategic Goals and Objectives ................................................................................................................. 49

Mission Statement ............................................................................................................................................. 49

1 - Community Development .......................................................................................................................... 50

2 – Economic Development ............................................................................................................................ 51


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3 – Tourism .......................................................................................................................................................... 52

4 - Fiscal Responsibility ................................................................................................................................... 53

5 - High Performing Organization .................................................................................................................. 54

6 - Infrastructure Improvement ...................................................................................................................... 55

7 - Housing ........................................................................................................................................................... 56

8 - Quality of Life ................................................................................................................................................ 57

VI. Department Profiles ...................................................................................................................................... 59

City Administration............................................................................................................................................ 60

City Manager ................................................................................................................................................... 62

General Services ............................................................................................................................................ 64

City Attorney ....................................................................................................................................................... 66

City Attorney ................................................................................................................................................... 68

City Clerk .............................................................................................................................................................. 70

City Clerk .......................................................................................................................................................... 72

City Council ......................................................................................................................................................... 74

City Council ..................................................................................................................................................... 76

Community Development ................................................................................................................................ 78

Community/Economic Development ........................................................................................................ 80

Building Safety and Code Compliance .................................................................................................... 82

Planning and Zoning ..................................................................................................................................... 84

Community and Recreation Services ........................................................................................................... 86

Community and Recreation Services Administration .......................................................................... 90

Library ............................................................................................................................................................... 92

Community Center ......................................................................................................................................... 94

Parks and Trails Maintenance .................................................................................................................... 96

Recreation ........................................................................................................................................................ 98

Horseshoe Bend ........................................................................................................................................... 100

Golf Course ................................................................................................................................................... 102

Finance ............................................................................................................................................................... 104

Finance ........................................................................................................................................................... 106

Human Resources/Risk Management .................................................................................................... 108

Information Technology ................................................................................................................................. 110

Information Technology ............................................................................................................................. 112

Magistrate .......................................................................................................................................................... 114

Magistrate ...................................................................................................................................................... 116

Public Safety/Police ........................................................................................................................................ 118


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Police Administration ................................................................................................................................. 120

Patrol ............................................................................................................................................................... 122

Communications .......................................................................................................................................... 124

Investigations................................................................................................................................................ 126

Public Safety/Fire ............................................................................................................................................. 128

Fire ................................................................................................................................................................... 130

Public Works ..................................................................................................................................................... 134

Public Works Administration .................................................................................................................... 136

Building Maintenance ................................................................................................................................. 138

Central Garage .............................................................................................................................................. 140

Highway User/Streets Maintenance ........................................................................................................ 142

Airport ............................................................................................................................................................. 144

Perpetual Care/Cemetery ........................................................................................................................... 146

Corrals ............................................................................................................................................................ 148

Page Utility Enterprises.................................................................................................................................. 150

Page Utility Enterprises .............................................................................................................................. 152

VII. Capital ............................................................................................................................................................. 154

Current Budgeted Expense and Prior Years Summary ......................................................................... 154

Capital Equipment ........................................................................................................................................... 155

Definition of Capital Equipment ............................................................................................................... 155

Sources of Funding for Capital Equipment .......................................................................................... 155

Five Year Capital Equipment Plan ........................................................................................................... 156

Funding Sources and Impact on Operating Budget ........................................................................... 158

Impact Summary .......................................................................................................................................... 160

Capital Improvements Program ................................................................................................................... 161

Definition of Capital Improvement........................................................................................................... 161

Sources of Funding for Capital Improvement Projects ..................................................................... 161

Five Year Capital Improvements Plan .................................................................................................... 162

Funding Sources and Impact on Operating Budget ........................................................................... 163

Impact Summary .......................................................................................................................................... 165

Projects ($100,00 and over) ........................................................................................................................... 166

Community & Recreation Services ......................................................................................................... 166

Community Development .......................................................................................................................... 168

Public Works ................................................................................................................................................. 171

Page Utility Enterprises FY2019 Projects (Over $100,000) ............................................................ 175

VIII. Special Revenue Funds ............................................................................................................................. 176


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Highway User Revenue Fund ....................................................................................................................... 177

Substance Abuse Fund .................................................................................................................................. 178

Debt Service Fund ........................................................................................................................................... 179

Miscellaneous Grant Fund ............................................................................................................................ 180

Judicial Collection Enhancement Fund (JCEF) ....................................................................................... 182

Donation Fund .................................................................................................................................................. 183

Capital Projects Fund ..................................................................................................................................... 184

Airport Fund ...................................................................................................................................................... 186

Land Fund .......................................................................................................................................................... 188

Cemetery Fund ................................................................................................................................................. 189

IX. Fiduciary Funds ........................................................................................................................................... 190

Volunteer Fire Pension Fund ........................................................................................................................ 190

X. Debt ................................................................................................................................................................. 191

Debt Service Fund ........................................................................................................................................... 191

Total Debt ........................................................................................................................................................... 192

Notes Payable ................................................................................................................................................... 193

Capital Leases .................................................................................................................................................. 193

Accrued Compensated Absences ............................................................................................................... 193

Unfunded Public Safety Personnel Retirement Systems Liability...................................................... 194

Assessed Value of Real Property ................................................................................................................ 194

Bonds .................................................................................................................................................................. 195

General Obligation Bond ........................................................................................................................... 195

Revenue Obligation Bond .......................................................................................................................... 196

XI. Summary of Inter-Fund Transfers ........................................................................................................... 198

XII. Summary of Authorized Full Time Staff ................................................................................................. 199

Changes in FTE ................................................................................................................................................ 200

City Administration ...................................................................................................................................... 200

Community and Recreation Services ..................................................................................................... 201

Finance ........................................................................................................................................................... 203

Police ............................................................................................................................................................... 204

Public Works ................................................................................................................................................. 205

XIII. Schedules and Summaries ........................................................................................................................ 206

Budget Resolution ........................................................................................................................................... 207

Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses ............. 209

Schedule C - Revenues Other Than Property .......................................................................................... 210

Schedule D - Other Financing Sources/<Uses> and Interfund Transfers ........................................ 212


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Schedule E - Expenditures/Expenses by Fund ........................................................................................ 213

Schedule F - Expenditures/Expenses by Department ........................................................................... 214

Schedule G - Summary Schedule of Estimated Revenues and Expenditures/Expenses............. 217

XIV. Glossary ......................................................................................................................................................... 218


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I. Organizational Chart

Residents of Page, Arizona

City Council

City Attorney City Clerk City Manager

City Administration

City Manager

General Services

Finance

Finance

Human Resource

Information Technology


Community Development

Community/ Economic

Development

Building Safety

Planning & Zoning

Community and Recreation Services

Community & Recreation

Service Admin

Library

Community Center

Recreation

Parks and Trail Maintenance

Horseshoe Bend

Golf

Public Safety

Fire Department

Police Department

Patrol

Investigations

Communications

Public Works

Public Works Admin

Building Maintenance

Central Garage

Highway User (Streets)

Perpetual Care/Cemetery

Airport

Vermillion Corrals

MagistratePage Utility

Board

Page Utility

Electric

Water

Sewer

Garbage


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II. Community Profile

The City of Page is one of the youngest communities in the United States. Located in northeastern Arizona, Page is approximately 270 miles north of Phoenix and 270 miles east of Las Vegas. In 1956, the United State Congress authorized the Bureau of Reclamation to build a dam on the Colorado River. Living accommodations and support services were needed for construction workers, their families, and everyone connected with the massive project. Brief History The town of Page began as a construction camp. The mesa of which the City of Page now stands was part of the Navajo Tribal grazing allotment belonging to the Manson Family. This land was called Manson Mesa. The federal government made a reciprocal agreement with the Navajo Nation to transfer 16.7 square miles of Manson Mesa land to the Bureau of Reclamation, in exchange for a larger tract in Utah. The town was named after the Honorable John C. Page, whom served as a commissioner of the Bureau of Reclamation from 1936 to 1943 and died in 1955.

Construction of the dam was completed in 1965. In 1970, the Navajo Generating Station broke ground for a coal-fired generating station that brought jobs to the area and boosted the local economy. In 1974, the Bureau removed itself from governing the town and Page became an independent town by popular vote of the residents. On March 1, 1975, the City of Page was incorporated by formal resolution. Council/Manager Form of Government The City of Page operates under the Council-Manager form of government. Under this system, the City Council hires a professional City Manager who is responsible for translating council policy into action, as well as the daily administration and management of all City departments. The strength of the council/manager form of government lies in the political leadership of the City Council combined with the managerial expertise of a City Manager.


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Page Today

At an elevation of 4,300 feet atop Manson Mesa and overlooking Wahweap Bay of Lake Powell, Page has become a major tourist destination. Though it began as a temporary camp for construction workers, Page has emerged as a self-sufficient and progressive city. Today, tourism and the Navajo Generating Station are the major contributors to the economy. Navajo Generating Station (NGS), a subsidiary of Salt River Project, opened in 1974 and provided hundreds of jobs to locals that helped to boost Page’s economy. In 2017, Salt River Project announced the plant will be closing with plans to decommission in 2019. The City, County, and local entities have been working together to smooth the transition and provide more employment opportunities within the area. NGS plans to shut down plant operations in December 2019 and has relocated many of its workers. Although many of the plant workers have taken jobs in other locations, mainly in the Phoenix vicinity, many of the families have opted to remain in Page and the surrounding area. The City will continue to monitor the effects of the NGS closure and explore options to diversify the economy. Tourism and travel-related services and public utilities are the predominant employers in Page. While tourism services experience seasonal employment peaks from March through November, small businesses provide stability for Page. The federal government is another important employer in the Page area. Glen Canyon National Recreation Area is administered by the National Park Service through headquarters in Page; and Glen Canyon Dam is managed by the U.S. Bureau of Reclamation. Both agencies are part of the U.S. Department of the Interior. Other federal, state, and city offices, as well as the public schools have boosted government to healthy 10 percent of the total. [Information from the Arizona Department of Commerce, Community Profile].


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The City of Page has a broad range of community and recreational facilities to offer both residents and visitors. Community facilities include the Page Public Library and the Page Community Center. Our library offers educational programming for all ages, book clubs, author visits, Wi-Fi Hotspots and job-training seminars while the Page Community Center offers home-delivered meals and congregate dining opportunities for our residents; provides public access to Wi-Fi and computers; hosts numerous community programs, such as, Zumba, crafts, demonstrations, etc. The Lake Powell National Golf Course, the only golf course north of Flagstaff, is a pristine red-rock course with unprecedented views of the Glen Canyon Dam and Lake Powell. The Golf Course offers various programs and classes to the community and visitors. The Page Sports Complex is a beautiful 4-field complex which hosts a number of sport programs and tournaments throughout the year. The Page Rim Trail, a 10-mile loop which encircles the City, gives walkers, joggers, bikers and dog-walkers a 360-degree view of all sides of the City. The Lakeview Nature Park is a 106-acre nature area on the northside of Page, allowing more opportunities for the hiking enthusiasts. There are also 6 neighborhood and community parks boasting features such as our skatepark, pickleball courts, basketball courts, and ADA playground and bathroom-accessible parks. Multiple new parks are in-the-works, with community and recreational activities being a high-priority within the City of Page. Page has one weekly newspaper, the Lake Powell Chronicle, and a local radio station. Television channels from Phoenix, cable by satellite, and cellular telephone service are available. Page Unified School District (PUSD) serves 1,800 square miles in and around Page. Two pre-schools, a public elementary, intermediate, middle and two high school serve the citizens of Page. School enrollment is more than 3,000 students. In May 2017, Coconino Community College, Northern Arizona University, Dine College, and Navajo Technical University signed an agreement to start developing a “Higher Education Consortium Project” to be based in Page. The consortium is expected to offer a range of degrees and certificate programs their institutions might like to offer. Those include degree programs or certificates in teaching and early childhood education, hotel and restaurant management, culinary arts, nursing and healthcare, and marine mechanics. Medical facilities include an accredited hospital, medical and dental offices, and various adjunct medical services. Medical specialists come from other cities on rotation to serve the citizens of Page. Classic Air Medical helicopter service is also available. The Page Municipal Airport is situated on 536-acres located in Northern Arizona bordering Lake Powell. Two runways serve the airport - 15-33: 5,950 feet in length; and crosswind runway - 07-25: 2,200 feet in length The Airport is a commercial service airport with charter and tours service also available. Page has one industrial park (102 acres) with all utilities and highway access. There are around 40 lodging facilities with roughly 3,000 units and seven meeting facilities with the largest of these facilities seating approximately 400 people. There are also several RV parks and campgrounds with complete hookups. Weather in the City of Page is temperate with an average yearly maximum temperature of 71.9 degrees and an average yearly minimum temperature of 47.2 degrees. The hottest months are July and August with a daily average maximum temperature of 97 degrees and the coldest months are December and January with daily maximum temperatures averaging 45 degrees. Average yearly total precipitation is 4.78 inches.


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Attractions Tourism – The Center of the Grand Circle

Gary Ladd Photography

Page is the center of recreational opportunities, including Lake Powell. The lake has 1960 miles of shoreline, which is longer than the entire West Coast of the continental United States. There are 96 major canyons to explore as well as Rainbow Bridge National Monument that can be explored by watercraft. Horseshoe Bend Overlook and Antelope Canyon are major tourist attractions both attracting an estimated 3 to 7 million visitors in 2017. Located in the center of "Canyon Country," Page is just a short drive from the North or South Rim of the Grand Canyon, Bryce and Zion National Parks, Monument Valley and Canyon De Chelley. Annual events include golf tournaments on Lake Powell National Golf Course, Balloon Regatta, bass fishing tournaments, mountain bike racing, rodeos, Native American dance performances and pow wows, and art shows. The National Park Service estimates that the Glen Canyon National Recreation Area had 4.5 million visitors in 2017, up 41 percent over 2016. Tourism and the distance to other trade centers have created a demand for a variety of consumer goods and services. Therefore, 70 percent of the employers and more than 50 percent of the total workforce are in the retail trade and service sectors. Page is the ideal location for exploring many of the American Southwest's renowned national parks and monuments and discovering the unique culture of the Navajo Nation.


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Horseshoe Bend Horseshoe Bend is a magnificent attraction located on Hwy 89 at the southern point of the City of Page. With its brand-new parking facility, which just opened in April 2019, this hike attracts visitors from all over the world. The horseshoe-shaped meander of the Colorado River is truly break-taking! Horseshoe Bend matches the South Rim of the Grand Canyon in regard to annual visitors.

Gary Ladd Photography

Page Municipal Airport Page Airport is a commercial service airport with flights to Phoenix, Arizona and Las Vegas, Nevada with Contour Airlines. At the center of the Grand Circle (Grand Canyon, Arches National Park, Lake Powell, Bryce Canyon, Monument Valley, and Zion National Park), Page Airport is perfectly situated, inviting travelers to come and explore. Lake Powell National Golf Course

Lake Powell National Golf Course provides an 18-hole championship facility with views of Glen Canyon Dam, Lake Powell, and the Vermillion Cliffs. Facilities include a quality Pro Shop, restaurant, and driving range.

Vermillion Downs Rodeo Grounds and Corrals Vermillion Downs Rodeo Grounds and Corrals, located at 531 Haul Road is a 25.26-acre site owned by the City. The arena is leased for events such as rodeos and carnivals. In addition, the City generates revenue by leasing corrals/stalls for residents and visitors. Lake Powell Balloon Regatta


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Balloon Regatta is an annual event that provides attendees with the opportunity to treat themselves and their family to the experience of hot air ballooning. The Balloon Regatta allows for hot air balloon operators to gather – as well as for the general public – to participate in various activities. These activities include “night glows”, rides, and education. Each year, balloon pilots present and demonstrate at the local schools to educate children of the history and activity that is hot air ballooning. The Balloon Regatta hosts a “Media Day” and hosts a “Q and A” session prior to morning flights. The event includes a vendor fair that has live music, a beer garden, food court and many shopping opportunities.


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City Limits

Image from Google maps

1958 Aerial 2017 Satelite Image (Image from Google maps)


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Population The U.S. Census Bureau has predicted Arizona to be the sixth fastest growing State in the United States (dropping four places from 2016). It is expected that between the years 2014 to 2030, nearly double the State’s population. In the past, the population of the City of Page has increased about half the rate than the State of Arizona, mainly due to our isolated location.

Estimated based on Arizona State and County Population Projections: 2018-2055 from the Office of Economic Opportunity

2013-2017 American Community Survey 5-Year Estimates

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000

7,492

7,566

7,715

7,700

7,607

Year

2013

Year

2018

Year

2023

Year

2028

Year

2033

Year 2013 Year 2018 Year 2023 Year 2028 Year 2033 7,492 7,566 7,715 7,700 7,607

Under 18 Years Old 1,505 2,240 2,284 2,279 2,252Over 18, Under 65 Years Old 5,170 4,646 4,737 4,728 4,671Over 65 Years Old 817 681 694 693 685

Population Estimates(Arizona State and County Population Projections: 2018-2055)

Black 0.4%Asian 0.7%Other 0.7%Two or More Races 1.2%

Hispanic/Latino8.6%

American Indian/Native

Alaska47.7%

White40.7%

Other11.6%

Population by Race


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Employment

Major Employers

Private Sector • Aramark Lake Powell • Navajo Generating Station • Antelope Holdings LLC • Wal-Mart • Infinity of Page Home Health Care • Banner Page Hospital • Canyonlands Community Health Care • Yamamoto Custom Baits • Page Steel/Page Lumber

Public Sector • Page Unified School District • National Park Service • City of Page • Coconino Community College • Bureau of Reclamation

Office of Citizenship and Immigration Services, E-Verify Services, Participating Services. 2018

Number employed in private sector - 2,451 Number of Self-Employed workers - 72

Number employed in public sector – 767 Number of unpaid family workers - 22


Estimates based on 2013-2017 American Community Survey 5-Year Estimates

7,418 7,553 8,308 9,555 11,943

$26,406

$20,693$22,762

$25,039

$27,542

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

-

5,000

10,000

15,000

2013 2018 2023 2028 2033

PER

CAP

ITA

POPU

LATI

ON

Projected Population vs Per Capita Income


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Occupations by Industry Services Occupations:

Healthcare support Firefighting and prevention Law enforcement workers Other protective service workers Food preparation and serving related Building and grounds cleaning and maintenance Personal care and service

Sales and Office Occupations:

Sales and related occupations Office and administrative support

Management, business, science, and arts occupations:

Management Business and financial operations

Education, legal, community service, arts, and media:

Community and social services Legal Education, training, and library Arts, design, entertainment, sports, and media

Natural resources, construction, and maintenance: Farming, fishing, and forestry Construction and extraction

Production, transportation, and material moving:

Production Transportation Material moving

Healthcare practitioner and technical:

Health diagnosing and treating practitioners and other technical Health technologists and technicians

Computer, engineering, and science:

Computer and mathematical Architecture and engineering Life, physical, and social science

1.6% 52

2.1% 70

10.8% 357

12.5% 415

13.7% 455

14.2% 470

14.8% 489

30.3% 1,004

0 200 400 600 800 1,000 1,200

Healthcare practitioner and technical occupations:

Computer, engineering, and science occupations:

Natural resources, construction, and maintenanceoccupations:

Production, transportation, and material movingoccupations:

Education, legal, community service, arts, and mediaoccupations:

Sales and office occupations:

Management, business, and financial occupations:

Service occupations:

Employment by Industry


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Office of Economic Opportunity, Arizona Labor Statistics 2019 Page’s 2018 unemployment rate was 6.7%, which is higher than the County (5.5%), State (4.8%), and nation average (3.9%) (Office of Economic Opportunity, Arizona Labor Statistics). The labor force participation rate is 71.2%, which is higher than the County (63.4%) and State (59.2%). This implies that Page residents seek out employment at a greater rate, since more people are in the labor force locally than regionally (U.S. Census QuickFacts, 2018). Note: Statistics from Arizona Labor Statistics are not seasonally adjusted and numbers are revised from prior year due to LAUS 2016 Redesign.

2013-2017 American Community Survey 5-Year Estimates, Income in the Past 12 Month (in 2017 inflation-adjusted dollars).

11.4

%

10.8

%

8.6%

7.9%

7.4%

6.8%

6.7%

8.6%

8.1%

7.1%

6.5%

6.0%

5.5%

5.5%

8.3%

7.7%

6.8%

6.1%

5.4%

4.9%

4.8%

8.1%

7.4%

6.2%

5.3%

4.9%

4.4%

3.9%

0%

2%

4%

6%

8%

10%

12%

2012 2013 2014 2015 2016 2017 2018

Unemployment Rates2012-2018

City of Page Coconino County Arizona U.S.

0

100

200

300

400

500

600

Less than$10,000

$10,000 to$14,999

$15,000 to$24,999

$25,000 to$34,999

$35,000 to$49,999

$50,000 to$74,999

$75,000 to$99,999

$100,000to

$149,999

$150,000to

$199,999

$200,000or more

Num

ber o

f Hou

seho

lds

Income

12 Month Household Income


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III. Financial Policies Financial Management Policy Overview Financial Management Policy was formally adopted by City Council on July 25, 2012 and last revised June 24, 2019.

Policy 1 - Fiscal Planning and Budgeting

Fiscal planning refers to the process of identifying resources and allocating those resources among numerous and complex competing purposes. The primary vehicle for this planning is the preparation, monitoring and analysis of the City’s budget. It is increasingly important to incorporate a long-term perspective and to monitor the performance of the programs competing to receive funding.

Policy 2 - Fund Balance

Fund balance is an important indicator of the City’s financial position. Maintaining reserves is considered a prudent management practice. Adequate fund balances are maintained to allow the City to continue providing services to the community in case of unexpected emergencies or requirements and/or economic downturns.

Policy 3 - Expenditure Control

Expenditures will be controlled by an annual budget at the department/fund level. Management must ensure compliance with the legally adopted budget. In addition, purchases and expenditures must comply with legal requirements and policies and procedures set forth by the City.

Policy 4 - Revenues and Collections

In order to provide funding for service delivery, the City must have reliable revenue sources. These revenues must be assessed and collected equitably, timely, and efficiently.

Policy 5 Grants

Many grants require Council's approval of funds, either for the original grant or to continue programs after the grant funding has expired. Council should review these grant opportunities prior to determining whether application should be made for these grant funds.

Policy 6 - Cost of Service and User Fees

User fees and charges are payments for voluntarily purchased, publicly provided services that benefit specific individuals. The City relies on user fees and charges to supplement other revenue sources in order to provide public services.

Indirect cost charges will be assessed to reflect the full cost of identified services.

Policy 7 - Capital Asset Accounting and Replacement

An effective asset accounting system is an important tool in managing the City’s capital investments. The purpose of using this system allows us to identify, plan, schedule, finance, track and monitor capital assets to ensure proper replacement of depreciated assets.

The performance and continued use of capital infrastructure is essential to delivering public services. Deferring essential maintenance and/or asset replacement can negatively impact service delivery and increase long term costs.


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Basis of Budgeting Terms

Basis of budgeting - the basis of accounting utilized throughout the budget process.

Basis of accounting - a term used to refer to when revenues and obligations are recognized in the accounts and reported in the financial statements.

The City of Page 's budgets for the General, Special Revenue, Debt Service and Enterprise funds are prepared on essentially the same as modified accrual basis of accounting. This method is also used for City’s financial reporting and financial statements. Although the City of Page utilizes Modified Accrual that does not require budgeting for depreciation, the City still budgets for depreciation for enterprise funds.

Basis of Budgeting

Type Cash Full Accrual

Modified Accrual

Revenue Cash is received Earned Measurable and available

Expenses Cash is paid Incurred Incurred

Depreciation Not budgeted Not budgeted Not budgeted

Capital Outlay (Budgeted as expense in

year purchased) Cash is paid Incurred Incurred

Principal Payments (Budgeted as expense) Cash is paid Incurred Incurred

Fund Accounting According to the Government Finance Officers Association, fund accounting is used to meet the reporting objective of providing information as to whether resources were obtained and used in accordance with the budget and other finance related requirements by accounting for financial transactions and balances through several separate funds, each accounting for designated assets, liabilities and equity.

Fund Types

General Government

10-General 20-Debt Service Fund

Special Revenue Funds

15-Highway User Fund

16-Substance Abuse Fund

25-Miscellaneous Grants Fund 32-JCEF Fund

36-Donations Fund

40-Capital Projects Fund

46-Airport Fund 48-Land Fund

57-Cemetery Fund

40-Capital Projects

Proprietary

Enterprise Funds

45-Horseshoe Bend 55-Golf

50-Electric 51-Water

52-Sewer 53-Garbage

Fiduciary

72-Volunteer Fire Pension Fund


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Fund Descriptions General Fund ♦ General Fund (10) – The General Fund is the City’s primary operating fund and supports most of the City’s

departments in whole or in part. It accounts for all financial resources of the general government, except for those required to be accounted for in another fund. The General Fund is supported by revenues from city sales taxes, state aid, excise taxes, investment income, fines & forfeitures, and fees & charges.

Debt Service Fund ♦ Debt Service Fund (20) – The Debt Service Fund accounts for the accumulation of resources for and the

payment of current and future debt service requirements of governmental debt that the City has authorized. The liabilities accounted for in this fund extend to future years, versus those that affect the current year alone shown in other funds.

Capital Projects Fund ♦ Capital Projects Fund (40) – The Capital Projects Fund accounts for the acquisition and construction of the

City’s major capital facilities, other than those financed by proprietary funds.

Special Revenue Funds Special Revenue Funds are used to account for revenues that are legally restricted to specific purposes. These revenues must be accounted for separately from the General Fund for a variety of reasons, and may span multiple fiscal years. ♦ Airport Fund (46) – The Airport Fund is used to account for activities related to the operation of the City’s

airport. ♦ Cemetery Fund (57) – The Perpetual Care Fund is used to account for resources held by the City for the

perpetual care of the cemetery. ♦ Donation Fund (36) – The Donation Fund is used to account for donations received by the City which are

restricted for specific purposes. ♦ Highway User Revenue Fund (15) – The Highway User Revenue Fund (HURF)is used to account for the

City’s share of motor fuel tax revenues and lottery proceeds which are restricted for the maintaining, repairing, and upgrading of streets.

♦ Judicial Collection Enhancement Fund (32) – The Judicial Collection Enhancement Fund is used to account for activities associated with the Magistrate Court.

♦ Land Fund (48) – The Land Fund is used to account for activities related to land sales. ♦ Miscellaneous Grants Fund (25) – The Miscellaneous Grants Fund is used to account for grants received by

the City which are restricted for specific purposes. ♦ Substance Abuse Fund (16) – The Substance Abuse Fund is used to account for the activity of the City’s

substance abuse funds received through the Magistrate Court.

Fiduciary Funds Fiduciary funds are used to account for resources held for the benefit of parties outside of the government. This means that the City is responsible for assets in a purely custodial manner that can be used only for the trust beneficiaries and Agency Funds. Volunteer Fire Pension Fund (72) – The Pension Trust Fund accounts for the activities of the Volunteer

Firefighters’ Retirement Plan, which accumulates resources for pension benefit payments to qualified volunteer firefighters and EMS personnel.

Enterprise Funds Enterprise Funds, also known as Proprietary Funds, cover the city’s “business-type” activities, and are referred to as such in the financial statements. These statements comprise the Electric, Garbage, Sewer, and Water Funds of the City and added the Horseshoe Bend Fund in mid-FY2019 and the Golf Fund in FY2020. All direct and indirect costs including overhead of each service are intended to be captured by user fees and/or general fund subsidies. These funds account for their own fixed assets and long-term liabilities. Horseshoe Bend Fund (45) – Accounts for the Horseshoe Bend’s services and operations. Golf Fund (55) – Accounts for the City’s golf course services and operations. Electric Fund (50) – Accounts for the City’s electrical services and operations. Garbage Fund (53) – Accounts for the City’s garbage services and operations. Sewer Fund (52) – Accounts for the City’s wastewater utility operations. Water Fund (51) – Accounts for the City’s water utility operations.

Governmental Funds Fiduciary Funds Proprietary Funds


27 | P a g e

Departments by Fund

Departments

Fund

May

or a

nd C

ity C

ounc

il

City

Adm

inis

trat

ion

City

Atto

rney

City

Cle

rk

Mag

istr

ate

Fina

nce

Com

mun

ity /E

cono

mic

D

evel

opm

ent

Com

mun

ity a

nd

Rec

reat

ion

Serv

ices

Publ

ic S

afet

y

Publ

ic W

orks

Airp

ort

Hor

sesh

oe B

end

Gol

f

Page

Util

ity

Major Funds

General Fund X X X X X X X X X X

Electric Fund X

Capital Project Fund* X X X X X X X X X

Special Revenue

Funds

Highway User Revenue Fund

X

Substance Abuse Fund X

Debt Service Fund X X

Miscellaneous Grants Fund X X X X

Judicial Collection Enhancement Fund

X

Donations Fund X X X

Airport Fund X

Land Fund X X

Cemetery Fund X

Fiduciary Funds

Volunteer Fire Pension Fund

X

Proprietary Funds

Horseshoe Bend Fund X

Golf Fund

X

Water Fund X

Sewer Fund X

Garbage Fund X

*Based on FY2020 Budget


28 | P a g e

IV. Budget Process The City of Page budget process relies upon the combined effort and involvement of our citizens; City Council; City Manager; Department Leaders; staff; partner agencies; and other local government entities. All play a vital role in assisting the City to ensure best use of the City’s financial resources to keep our community beautiful and thriving.

Date ACTION Responsible Party

November 6, 2018 General meeting with Department Managers/ Appointed Staff to discuss FY20 Budget process and set goals. City Manager

November 8, 2018 Compile pertinent budget information. Finance

November 8, 2018 Distribute budget instructions, information, and work sheets to department heads. All Departments

December 20, 2018 Complete compilation of the forthcoming fiscal year's revenue estimates including debt service requirements, etc. Finance

December 20, 2018 Submit departmental budget estimates to Finance. All Departments

January 9, 2019 City Council work Sessions for FY2020. Strategic Plan Update/Goal Setting. City Manager

January 14, 2019 City Manager/Finance Director review of departmental budgets and estimates. City Manager/ Finance

January 28, 2019 – February 25, 2019

An individual meeting with each department head may be held in conjunction with the review step. All Departments

March 6, 2019 Make approved changes and prepare summary of tentative budget. City Manager/ Finance

March 8, 2019 Complete preparation of proposed budget. Finance

March 13, 2019 Deliver proposed budget to City Council for review. City Manager

March 27, 2019 March 29, 2019 March 30, 2019 April 8, 2019 April 10, 2019 April 17, 2019 April 25, 2019 May 6, 2019 May 15, 2019

City Council Budget Work Session(s) City Council

May 22, 2019 Adopt tentative Budget City Council

May 29, 2019 Published Public Notice – 1st City Clerk

June 5, 2019 Published Public Notice – 2nd City Clerk

June 12, 2019 Public Hearing City Council

June 12, 2019 Adopt Final Budget City Council


29 | P a g e

Assessment Phase The budget process begins with the City Manager and Finance staff meeting in November to discuss the upcoming fiscal year budget and set deadlines. Development Phase Finance compiles budget information from prior years and creates user friendly templates to be completed by department managers and staff to begin gathering preliminary data for the upcoming fiscal year. Finance works closely with departments in completing templates by set deadline. Review Phase The City Council holds a series of public work sessions in between March and June to hear input from City departments regarding objectives, accomplishments, and significant budget changes while providing an opportunity for the public to share their input. A tentative budget is adopted in accordance with Arizona Revised Statues (ARS) 42-17101. Adoption/Implementation Phase In accordance with Arizona Revised Statues (ARS) 42-17103, following the approval of the tentative budget, the City will publish a public notice to allow for public inspection of the City’s budget summaries for two consecutive weeks. Final Budget is then adopted. Management control of the budget is maintained by conducting monthly budget performance reviews throughout the fiscal year to examine expenditure patterns and recommending corrective action to be taken during the year. Budget transfers may be requested if a shortfall is anticipated.

Assessment

DevelopmentReview

Adoption/ Implementation

Budget Cycle


30 | P a g e

IV. Budget Message Mayor Tappan and Members of Page City Council: The Fiscal Year 2020 Budget is respectfully submitted to Mayor Tappan, the City Council, and residents of Page Arizona. This budget represents our commitment to strong financial management practices and our strategic plan for continued growth and a sustained future. This budget document has been a collaboration between the City Manager, Department Managers, City staff, and members of Page City Council to be used as a tool to identify funding priorities, reflect the needs and desires of the community, and to guide management throughout the year by clearly setting forth the goals and objectives of the Council for the coming year. Strategic Priorities:

1. Community Development 2. Economic Development 3. Tourism 4. Fiscal Responsibility 5. High Performing Organization 6. Improving Infrastructure 7. Housing 8. Quality of Life

The budget for the City of Page includes $35,416,886 in revenue and $37,113,362 in expenditures and utilizes $1,552,476 in fund balances. The budget for the Page Utility Enterprises includes $13,601,717 in revenue and $14,507,047 in expenditures and utilizes $1,049,330 in fund balances. The budget is balanced between expenditures and revenues, but also seeks to balance the allocation of resources between competing operating requirements, capital needs, debt burden, and the maintenance of strong reserves for long term financial stability.

Budgeted overall revenue increased by 19.7% from FY19 and overall expenses increased by 6.9%, excluding interfund transfers.

FY20

1927

,721

,162

FY20

1933

,630

,767

FY20

1913

,224

,499

FY20

1914

,642

,197

FY20

1940

,945

,661

FY20

1948

,272

,964

FY20

2035

,416

,886

FY20

2037

,113

,362

FY20

2013

,601

,717

FY20

2014

,507

,047

FY20

2049

,018

,603

FY20

2051

,620

,409

(5,000,000)

5,000,000

15,000,000

25,000,000

35,000,000

45,000,000

55,000,000

Revenue Expense Revenue Expense Total Revenue Total Expense

City of Page City of Page Page UtilityEnterprises

Page UtilityEnterprises

Total Total

Overall Expenses and RevenuesFY2019 vs FY2020

▲27.8%

▲10.4%

▼0.9% ▲2.9%

▲19.7%

▲6.9%


31 | P a g e

Fund Accounting The City uses funds to report its financial position and the results of its operations. Fund accounting ensures financial resources are segregated by certain governmental functions or activities. Fund accounting also supports legal compliance and aids overall fiscal management practices. A fund is a separate accounting entity with a self-balancing set of accounts, which includes assets, liabilities, fund equity, revenues, and expenditures. More information on fund accounting and the City’s financial structure can be found in the next section of the Budget Overview. Balancing the Budget City of Page’s method to balance the budget for FY2020 (numbers are pre-audited) is straightforward. Expenditure cannot exceed amounts greater than the combined balance of Revenues, Fund Balances, and Transfers. Fund balances stated reflect the cash balances of each fund.

*Pre-audited Numbers*

FY2020 Revenues + Fund Balance + Transfers = Total

Resources => Expenditures

City of Page 10-General Fund 16,637,393 15,631,469 (3,515,220) 28,753,642 (14,913,173) 15-Highway User Fund 919,312 (12,368) (135,000) 771,944 (920,400) 16-Substance Abuse 4,000 26,033 0 30,033 (25,000) 20-Debt Service Fund 173,000 7,576,528 2,609,470 10,358,998 (3,024,700) 25-Miscellaneous Grants 5,074,500 59,173 (29,000) 5,104,673 (5,076,930) 32-JCEF Fund 4,550 31,334 0 35,884 (40,000) 36-Donation Funds 3,610 28,522 0 32,132 (30,796) 40-Capital Project Fund 4,755,321 (746,805) 3,745,125 7,753,641 (9,529,203) 45-Horseshoe Bend Fund 6,000,000 1,448,560 (970,000) 6,478,560 (2,149,839) 46-Airport Fund 550,500 1,541,929 (931,375) 1,161,054 (387,713) 48-Land 505,000 0 (505,000) 0 0 55-Golf 654,000 0 0 654,000 (918,908) 57-Cemetery 41,500 297,673 (125,000) 214,173 (21,300) 72-Fire Pension 94,200 530,246 0 624,446 (75,400)

Subtotal 35,416,886 26,412,294 144,000 61,973,180 (37,113,362) Page Utility Enterprises 50-Electric 8,883,286 19,996,616 0 28,879,902 (10,028,000) 51-Water 1,981,400 5,031,796 0 7,013,196 (1,854,600) 52-Sewer 1,944,590 3,469,953 0 5,414,543 (1,906,775) 53-Garbage 792,441 757,457 (144,000) 1,405,898 (717,672)

Subtotal 13,601,717 29,255,822 (144,000) 42,713,539 (14,507,047) Grand Total 49,018,603 55,668,116 0 104,686,719 (51,620,409)

Revenues Fund Balances Transfers Expenditures


32 | P a g e

Expenditures for the City, inclusive of Page Utility Enterprise, have increased by 6.9% from FY2019, the City has ensured the adopted budget is structurally balanced, financially sustainable over multiple years, and able to accomplish the set goals. The Current cash fund balance of the General Fund is approximately $15.6 million dollars which is 42% of expected FY20 Expenses. By comparison, this time last year, the cash balance in the General Fund was $14,077,298; an increase of 11%. Changes in Fund Balance The City is starting with $26.4 million in cash fund balances for FY2020 (numbers are pre-audited, excluding Page Utility Enterprises). Although there are adequate fund balances as a total, the City also wants to ensure each fund is accountable and does not depleted its resources. At the time of budget preparation and adoption, FY2019 was not closed and transactions were still being processed. Although the FY2020 Budget portrays the funds of the Highway User Fund, JCEF Funds, and Capital Project Fund are over spent, the City monitors and reviews the budget and balance of each fund monthly. Expenses may need to be restricted to ensure funds are not over spent. The City anticipates a negative fund balance in the Golf Fund. Since this will be the first year the City will resume operations of the Golf Course, City Council wants to monitor its performance

*Pre-audited Numbers*

Fund Starting Fund

Balance As of 7/1/2019

Net Change Ending Fund

Balance 6/30/2020

City of Page 10-General Fund 15,631,469 (1,791,000) 13,840,469 15-Highway User Fund (12,368) (136,088) (148,456) 16-Substance Abuse 26,033 (21,000) 5,033 20-Debt Service Fund 7,576,528 (242,230) 7,334,298 25-Miscellaneous Grants 59,173 (31,430) 27,743 32-JCEF Fund 31,334 (35,450) (4,116) 36-Donation Funds 28,522 (27,186) 1,336 40-Capital Project Fund (746,805) (1,028,757) (1,775,562) 45-Horseshoe Bend 1,448,560 2,880,161 4,328,721 46-Airport Fund 1,541,929 (768,588) 773,341 48-Land 0 0 0 55-Golf 0 (264,908) (264,908) 57-Cemetery 297,673 (104,800) 192,873 72-Fire Pension 530,246 18,800 549,046 City of Page Total 26,412,294 (1,552,476) 24,859,818

Page Utility Enterprises

50-Electric 19,996,616 (1,144,714) 18,851,902 51-Water 5,031,796 126,800 5,158,596 52-Sewer 3,469,953 37,815 3,507,768 53-Garbage 757,457 (69,231) 688,226 Page Utility Enterprises Total 29,255,822 (1,049,330) 28,206,492

Grand Total 55,668,116 (2,601,806) 53,066,310


33 | P a g e

Executive Summary 2020 Budget General

Fund Debt

Service Capital Project

Special Revenue

Horseshoe Bend Golf Page Utility

Enterprises Total Revenue Taxes 12,240,000 0 0 0 0 0 0 12,240,000 Intergovernmental 2,545,093 0 4,755,321 5,987,312 0 0 0 13,287,726 License, Permit & Fees 285,300 0 0 0 0 0 0 285,300 Charges for Services 1,116,500 0 0 67,500 6,000,000 654,000 13,439,717 21,277,717 Fine and Forfeits 240,000 0 0 0 0 0 0 240,000 Interest on Investments 175,000 55,000 0 56,000 0 0 161,000 447,000 Rent 0 0 0 395,000 0 0 0 395,000 Land Sales 2,500 0 0 500,000 0 0 0 502,500 Other Revenue 33,000 118,000 0 191,360 0 0 1,000 343,360 Revenue Total 16,637,393 173,000 4,755,321 7,197,172 6,000,000 654,000 13,601,717 49,018,603 Expense Operating (5,349,388) (3,024,700) 0 (6,497,626) (858,006) (275,227) (7,493,772) (23,498,719) Personnel (9,563,785) 0 0 (79,913) (1,291,833) (643,681) (2,699,775) (14,278,987) Capital 0 0 (9,529,203) 0 0 0 (4,313,500) (13,842,703) Expense Total (14,913,173) (3,024,700) (9,529,203) (6,577,539) (2,149,839) (918,908) (14,507,047) (51,620,409) +/- to Fund Balance 1,724,220 (2,851,700) (4,773,882) 619,633 3,850,161 (264,908) (905,330) (2,601,806)

Before Transfers Transfers (3,515,220) 2,609,470 3,745,125 (1,725,375) (970,000) 0 (144,000) 0 +/- to Fund Balance (1,791,000) (242,230) (1,028,757) (1,105,742) 2,880,161 (264,908) (1,049,330) (2,601,806)

After Transfers

2019 Budget General Fund

Debt Service

Capital Project

Special Revenue


Enterprises Total Revenue Taxes 11,443,000 0 0 0 0 0 0 11,443,000 Intergovernmental 2,427,366 0 4,228,000 5,505,903 0 0 0 12,161,269 License, Permit & Fees 282,675 0 0 0 0 0 0 282,675 Charges for Services 1,614,500 0 0 64,500 0 0 13,178,999 14,857,999 Fine and Forfeits 260,000 0 0 0 0 0 0 260,000 Interest on Investments 80,000 40,000 0 57,000 0 0 44,500 221,500 Rent 0 0 0 376,000 0 0 0 376,000 Land Sales 2,500 0 0 1,000,000 0 0 0 1,002,500 Other Revenue 36,000 118,000 0 185,718 0 0 1,000 340,718 Revenue Total 16,146,041 158,000 4,228,000 7,189,121 0 0 13,224,499 40,945,661 Expense Operating (6,030,057) (1,399,388) 0 (5,252,757) 0 0 (7,510,566) (20,192,768) Personnel (9,213,423) 0 0 (20,592) 0 0 (2,640,131) (11,874,146) Capital 0 0 (11,714,550) 0 0 0 (4,491,500) (16,206,050) Expense Total (15,243,480) (1,399,388) (11,714,550) (5,273,349) 0 0 (14,642,197) (48,272,964) +/- to Fund Balance 902,561 (1,241,388) (7,486,550) 1,915,772 0 0 (1,417,698) (7,327,303)

Before Transfers Transfers (2,971,000) 1,849,000 5,710,000 (4,444,000) 0 0 (144,000) 0 +/- to Fund Balance (2,068,439) 607,612 (1,776,550) (2,528,228) 0 0 (1,561,698) (7,327,303)

After Transfers

2018 Actual General Fund

Debt Service

Capital Project

Special Revenue


Enterprises Total Revenue Taxes 13,428,000 0 0 0 0 0 0 13,428,000 Intergovernmental 2,357,019 0 902,305 990,655 0 0 0 4,249,979 License, Permit & Fees 169,435 0 0 0 0 0 0 169,435 Charges for Services 1,134,755 0 0 68,055 0 0 13,666,540 14,869,349 Fine and Forfeits 222,594 0 0 0 0 0 0 222,594 Interest on Investments 163,501 88,165 0 73,609 0 0 150,517 475,793 Rent 0 0 0 363,312 0 0 0 363,312 Land Sales 0 0 0 0 0 0 0 0 Other Revenue 40,583 117,313 0 165,363 0 0 10,432 333,691 Revenue Total 17,515,887 205,478 902,305 1,660,994 0 0 13,827,489 34,112,153 Expense Operating (4,224,804) (1,393,433) 0 (1,037,202) 0 0 (8,739,327) (15,394,766) Personnel (7,959,216) 0 0 (1,931) 0 0 (2,306,402) (10,267,549) Capital 0 0 (2,709,480) 0 0 0 (2,963,761) (5,673,241) Expense Total (12,184,020) (1,393,433) (2,709,480) (1,039,133) 0 0 (14,009,490) (31,335,556) +/- to Fund Balance 5,331,867 (1,187,956) (1,807,175) 621,861 0 0 (182,001) 2,776,597

Before Transfers Transfers (3,610,484) 2,967,287 1,613,410 (830,105) 0 0 (140,108) 0 +/- to Fund Balance 1,721,384 1,779,331 (193,765) (208,244) 0 0 (322,109) 2,776,597

After Transfers


34 | P a g e

Revenues At the Strategic Priorities Work Session, the Council set priorities and goals that could be accomplished in the next two years. These goals are ones that can be achieved without the need to find additional revenues through bonding or increased fees. Charts and tables below exclude transfers.

Fund FY2018 Budget FY2019 Budget FY2020 Budget 10-General Fund 15,064,163 16,146,041 16,637,393 50-Electric 8,546,365 8,558,365 8,883,286 45-Horseshoe Bend Fund 0 0 6,000,000 25-Miscellaneous Grants 203,000 4,659,000 5,074,500

Oth

er

40-Capital Project Fund 1,101,450 4,228,000 4,755,321 51-Water 1,945,400 1,946,400 1,981,400 52-Sewer 1,555,760 1,951,590 1,944,590 15-Highway User Revenue Fund 890,827 852,903 919,312 53-Garbage 744,663 768,144 792,441 55-Golf 0 0 654,000 46-Airport Fund 540,300 530,168 550,500 48-Land 547,186 1,006,000 505,000 20-Debt Service Fund 122,500 158,000 173,000 72-Fire Pension 98,450 92,800 94,200 57-Cemetery 30,000 35,500 41,500 32-JCEF Fund 7,035 5,050 4,550 16-Substance Abuse 6,000 4,000 4,000 36-Donation Funds 7,500 3,700 3,610

Grand Total $31,410,599 $40,945,661 $49,018,603

25-Miscellaneous Grants 4,659,000 11%

50-Electric8,558,365

21%

10-General Fund16,146,041

39%Other

11,582,255 29%

FY2019 Budget

25-Miscellaneous Grants 5,074,500

10%45-Horseshoe Bend Fund

6,000,000 12%

50-Electric8,883,286

18%

10-General Fund16,637,393 34%

Other12,423,424

26%

FY2020 Budget


35 | P a g e

Other Revenue196,500 0%

Interest on Investments286,050 1%

Land Sales 500,000 1%State Revenue Sharing 999,698 2%

Capital Grants and Contributions 4,757,521 10%

Grants and Contributions

6,370,422 13%

Charges for Services

8,872,000 18%

Taxes 13,434,695 27%

Other Revenue1,000 0%

Interest on Investments 161,000

0%

Charges for Services13,439,717 28%

13,601,717 28%

FY2020 Revenue Budget by ActivityTotal = $49,018,603

City of Page $35,416,886 72%

FY2017 Actual FY2018 Actual FY2019 Budget FY2020 BudgetDebt Proceeds 62,446 0 0 0Other Revenue 226,956 193,134 198,800 197,500Interest on Investments 235,506 475,823 221,550 447,050Land Sales 288,600 0 1,000,000 500,000State Revenue Sharing 916,348 941,208 932,860 999,698Capital Grants and Contributions 227,075 904,622 4,230,500 4,757,521Grants and Contributions 1,355,225 1,359,788 5,888,423 6,370,422Taxes 12,590,555 14,508,665 12,583,686 13,434,695Charges for Services 15,601,524 15,728,913 15,889,842 21,657,717

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

Revenue by Activity by Year

Page Utility Enterprises $13,601,717 28%


36 | P a g e

Major Revenue Sources The two major revenue sources are City Sales Tax and Enterprise Charges for Service. Enterprise Charges for Services are budgeted to provide 27.4% of total revenue for FY2020 and City Sales Tax is budgeted to provide 24.5% of total revenue. These numbers are lower than actual estimates based on prior year performances as a safeguard in the case of a significant financial impact throughout the year.

All other Revenue23,578,886

48.1%

Charges for Services13,439,717

27.4%

City Sales Tax12,000,000

24.5%

Major Revenue Sources to Total Revenue

Summary of Sources of Revenue FY2020 Budget City of Page 27,721,162

Taxes 13,434,695 City Sales Tax 12,000,000 Franchise Fee - Cable TV 30,000 Franchise Fee - Electric 175,000 Franchise Fee - Gas Company 35,000 State Sales Tax 793,729 Vehicle License Tax 400,966

Charges for Services 8,872,000 Grants and Contributions 6,370,422 Capital Grants and Contributions 4,757,521 Land Sales 500,000 State Revenue Sharing 999,698 Other Revenue 196,500 Interest on Investments 286,050

Page Utility Enterprises 13,601,717

Charges for Services 13,439,717 Interest on Investments 161,000 Other Revenue 1,000

Grand Total $49,018,603


37 | P a g e

Enterprise Charges for Service – Major Revenue Source The Enterprise Charges for Service are fees collected for electric, water, sewer, and garbage services provided by Page Utility Enterprises or through third-party providers. seen an increase of 4% from $13.1 million in FY2013 to $13.7 million in FY2018. The FY2019 is budgeted at $13.2 million; however, unaudited numbers reflect $13.9 million. One new hotel, fifteen new homes, ten buildings, and over twenty manufactured homes went up in FY2019. The need for expanding services continues to grow.

12,7

10,5

13

12,2

40,9

87

12,5

32,4

72

13,1

47,8

63

12,6

24,0

84

12,7

02,2

13

13,6

15,5

13

13,4

48,5

61

13,6

76,9

72

13,1

79,9

99

13,1

79,9

99

-

2,500,000

5,000,000

7,500,000

10,000,000

12,500,000

15,000,000

Enterprise Charges for Service Revenue by Year

FY2017 Actual FY2018 Actual FY2019 Budget FY2020 Budget53-Garbage 763,851 791,963 767,644 791,44151-Water 1,893,503 2,020,158 1,930,400 1,930,40052-Sewer 1,845,445 1,950,676 1,946,590 1,934,59050-Electric 8,791,034 8,763,532 8,534,365 8,783,286

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

Enterprise Charges for Service by Fund

53-Garbage

51-Water

52-Sewer

50-Electric

O-Budget Amounts


38 | P a g e

City Sales Tax – Major Revenue Source Transaction Privilege Tax (TPT), commonly referred to as sales tax, is imposed by the State of Arizona, the counties, and local municipalities for conducting business in the state. Sales tax is collected and distributed by the Arizona Department of Revenue for counties and cities. Within five years, there has been a 67.9% increase in sales tax revenues from $7.9 million in FY20143 to $13.2 million in FY2018. Although $11.2 million was budgeted for FY2019, unaudited numbers reflect $14.2 million was received. Tourism continues to flourish with the number of visitors each year. The City of Page’s goal to create more economic diversity.

Over the past several years, the City of Page has received a large increase in sales tax for Hotel/Motels and Retail Sales. This is largely due to the increase in tourism.

*FY 2019 unaudited

6,76

8,41

7

6,90

2,40

9

6,96

0,80

1

7,35

9,79

2

7,85

4,87

2

9,01

4,01

3

10,2

86,2

79

11,3

36,9

94

13,1

94,2

12

11,2

00,0

00

12,0

00,0

00

-

2,500,000

5,000,000

7,500,000

10,000,000

12,500,000

15,000,000City Sales Tax Revenue by Year

-

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 *FY 2019

City Sales Tax by Category Real Property RentalPublicationJob PrintingTransportingManufactued BuildingsPrivilege TaxAdvertisingCommunicationsContractingResidential Lease & RentalTangible Property RentalCommercial Lease & RentalUse TaxUtilitiesAmusementsRetail Sales - GroceriesRestaurant/BarRetail SalesHotel/Motel

O-Budget Amounts


39 | P a g e

One-Time vs Recurring Income Sources Recurring revenues are the portion of City funds that can reasonably be expected to continue year over year with a certain degree of predictability. Sales taxes and State Shared Revenues are an example of recurring revenues. One-time revenue is money that the City receives that we do not expect to recur in subsequent fiscal years. Primary sources of one-time revenue include: reserves, land sales, grants, and donations. We have approximately $10.3 M in one-time dollars and $38.7M in recurring revenue allocated for FY 2020. There are two substantial airport grants, $4.1 million for the Main Apron Construction through the U.S. Department of Transportation Federal Aviation Administration and $4.4 million for Alternate Essential Air Service through the U.S. Department of Transportation. These grants are expected to be fully, or closely, depleted by the end of FY2020. The following is a breakdown of one-time and recurring available funding:

One-Time vs Recurring funding FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

One time 626,314 1,019,824 9,890,700 10,333,431 Land Sales 288,600 0 1,000,000 500,000 Donations 6,461 2,762 3,700 3,610 Grants 331,254 1,017,062 8,887,000 9,829,821

Recurring 30,877,920 33,092,329 31,054,961 38,685,172 City Sales Tax 11,336,994 13,194,212 11,200,000 12,000,000 Intergovernmental – State Revenue Sharing,

State Sales Tax, and Vehicle License Tax 1,931,988 2,021,874 2,073,546 2,194,393

Franchise and Permit Fee 525,503 394,896 519,675 517,600 Airport Revenue 515,602 510,452 530,168 550,500 All Other Revenue 3,060,533 3,143,407 3,507,073 9,820,962 Enterprise Revenue 13,507,300 13,827,489 13,224,499 13,601,717

Grand Total 31,504,235 34,112,153 40,945,661 49,018,603

One-Time, 10,333,431, 21%

Recurring, 38,685,172, 79%

FY2020 One-Time vs Recurring Revenue


40 | P a g e

Expenditures While our financial position is considerably better than in previous years, the budget reflects our efforts to pay off bond debt, and PSPRS liabilities along with investing in our infrastructure and capital equipment; both of which have been deferred. In the next 10 years 96% of our streets will require investments. The average age of the City’s fleet is 17 years old (this does not include public safety). This year’s budget reflects two new funds that have been added this fiscal year with the addition of the Horseshoe Bend Parking Lot and the City resuming the management of the Lake Powell National Golf Course from the third-party management company. The FY20 recommended budget provides for $3.3M in new spending over last year. Some of the spending details are outlined below. Charts and tables below exclude transfers.

Fund FY2018 Actual FY2019 Budget FY2020 Budget 10-General Fund 12,184,020 15,243,480 14,913,173 50-Electric 9,156,825 10,434,500 10,028,000 40-Capital Project Fund 2,709,480 11,714,550 9,529,203

Oth

er

25-Miscellaneous Grants 70,820 4,706,480 5,076,930 20-Debt Service Fund 1,393,433 1,399,388 3,024,700 45-Horseshoe Bend Fund - - 2,149,839 52-Sewer 2,050,903 1,726,113 1,906,775 51-Water 2,112,685 1,791,118 1,854,600 15-Highway User Revenue Fund 710,690 220,400 920,400 55-Golf - - 918,908 53-Garbage 689,078 690,466 717,672 46-Airport Fund 113,337 201,792 387,713 72-Fire Pension 105,291 46,000 75,400 32-JCEF Fund 8,447 40,000 40,000 36-Donation Funds 9,015 32,377 30,796 16-Substance Abuse 6,666 15,000 25,000 57-Cemetery 14,866 11,300 21,300

Grand Total 31,335,556 48,272,964 51,620,409

50-Electric10,434,500

22%

40-Capital Project Fund11,714,550

24%


32%Other

10,660,034 22%

FY2019 Budget

40-Capital Project Fund

9,529,203 18%

50-Electric10,028,000

19%


29% Other17,150,033

33%

FY2020 Budget


41 | P a g e

Judical 40,000 0%Non-Operating 75,400 0%

Interest on Long-Term Debt386,814 1%

Culture and Recreation

4,177,344 8%General Government

6,075,434 12%

Community Support

6,718,308 13%

Public Safety6,838,023 13%

Public Works12,802,039 25%

Electric10,028,000

19%

Water1,854,600

4%

Sewer1,906,775 4%

Garbage 717,6721%

Other 14,507,04728%

FY2020 Expense Budget by CategoryTotal Expense = $51,620,409

FY2017Actual

FY2018Actual

FY2019Budget

FY2020Budget

FY2017Actual

FY2018Actual

FY2019Budget

FY2020Budget

City of Page Page Utility EnterprisesGarbage 665,397 689,078 690,466 717,672Water 2,308,962 2,112,685 1,791,118 1,854,600Sewer 1,461,526 2,050,903 1,726,113 1,906,775Electric 10,651,565 9,156,825 10,434,500 10,028,000Judical 13,217 8,447 40,000 40,000Non-Operating 62,237 105,291 46,000 75,400Interest on Long-Term Debt 428,565 407,670 384,638 386,814Culture and Recreation 1,035,249 1,276,694 1,431,359 4,177,344General Government 2,391,410 3,609,883 4,554,367 6,075,434Community Support 754,757 1,133,005 8,554,983 6,718,308Public Safety 5,269,584 5,915,998 6,586,893 6,838,023Public Works 2,989,618 4,869,079 12,032,527 12,802,039

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

FY2020 Expense Budget by CategoryTotal Expense = $51,620,409


42 | P a g e

Operating Costs The FY20 budget includes an additional $3,3M in Operating Costs. Four new departments have been added (Horseshoe Bend, Golf Course Clubhouse, Golf Course Maintenance, and Corrals) for a total increase of $1.2 million in operating costs. Other operating costs highlighted include:

♦ Highway Use Fund – Increase of $700,000 o Increase in Street Repair for street repairs and maintenance

♦ Airport Fund – Increase of $120,000 o Increase in Buildings Repair & Maintenance for exterior painting

♦ Debt Service Fund – Increase of $1.6 million o Added Payment to Page Utility Enterprises to pay off loan debt

Personnel Costs The FY20 recommended budget includes an additional $2,4M in Personnel Costs. This additional funding includes 39.29 FTE of new positions, and increase of 0.88 FTE to existing positions, and the elimination of 1.00 FTE position in the General Fund. The new staff positions will assist in achieving City Council Strategic Priorities, and are designed to increase current service levels:

♦ New Departments Horseshoe Bend

o 0.75 FTE Director Position will oversee the management, administrative, and supervisory duties associated

with the day-to-day operations of Horseshoe Bend. o 1.00 FTE Fee Facility Manager

Position will manage resources, including staff, to ensure quality services and functionality at Horseshoe Bend.

o 2.00 FTE Lead Cashiers Position will provide supervision to Fee Booth Cashiers.

o 8.00 FTE Cashiers Position is responsible for the cash management of fees collected at Horseshoe Bend.

o 1.00 FTE Seasonal Parking Attendants Position will be responsible to assist in keeping parking area clean and orderly by directing

traffic and providing customer service. o 5.00 FTE Security Guards

Position will be responsible to patrol and control traffic and parking at Horseshoe Bend to ensure the safety of staff and visitors.

Golf Course Clubhouse o 1.00 FTE Golf Manager

Position will oversee the management, administrative, and supervisory duties associated with the day-to-day operations of Golf Course Clubhouse.

o 2.35 FTE Pro Shop Associates

12,5

16,7

59

14,7

05,6

89

19,5

02,3

02

22,7

81,0

47

9,47

9,49

8

10,2

67,5

49

11,8

74,1

46

14,2

78,9

87

5,37

0,43

2

5,62

7,48

6 16,1

91,0

50

13,8

42,7

03

0

10,000,000

20,000,000

30,000,000

FY2017 ACTUAL FY2018 ACTUAL FY2019 BUDGET FY2020 BUDGET

Personnel, Operating & Capital Expenses by Year

Operating

Personnel

Capital


43 | P a g e

Position will be responsible for store operations, golf booking, and cash management. o 1.40 FTE Food Service Workers

Position will be responsible for restaurant operations and cash management. o 1.54 FTE Seasonal Cart Service Workers

Position is responsible for golf cart fleet maintenance. Golf Course Maintenance

o 1.00 FTE Superintendent Position will oversee the management, administrative, and supervisory duties associated

with the day-to-day operations of Golf Course Maintenance. o 1.00 FTE Assistant Superintendent

Position will assist Superintendent with oversight of day-to-day operations. o 1.00 Equipment Supervisor

Position will provide supervision to Equipment Operators. o 2.98 FTE Equipment Operators

Position will operate and maintain Golf Couse equipment to ensure Golf Course o 1.00 FTE Irrigation Technician

Position responsible for irrigation maintenance on the golf course. o 1.00 FTE Pesticide Technician

Position responsible for maintenance and weed control on the golf course. Corrals

o 1.00 FTE Maintenance Worker Position responsible for maintenance on corrals.

♦ Additions o 1.00 FTE Community Center - Manager – New position

Position will manage resources, including staff, to ensure quality services and functionality at Community Center.

o 0.55 FTE Community Center - Aide – Increased from 1.16 FTE to 1.71 FTE Position added to assist in increase services provided by the Community Center.

o 2.03 FTE Police - Communication Specialist – Add two Full-Time positions Positions added due to increase of call volume, lack of coverage, and high over-time costs.

o 1.00 FTE Finance – Account Clerk – Add one Full-Time position Position added to assist the Finance Department with increased responsibilities with

addition of Horseshoe Bend and Golf Course. o 1.00 FTE Library – Manager – New Position

Position will manage resources, including staff, to ensure quality services and functionality at Library.

o 1.00 FTE Library – Library Specialist – Reclassify position Position reclassified from Circulation Assistant to Library Specialist due to changes in

responsibilities. o 2.00 FTE Streets Maintenance Workers – Add two Full-Time positions

Positions added due to increased maintenance needs and not having enough staff to carry out some tasks for safety Reasons. Wage for one worker will be paid out of Horseshoe Bend Fund

o 4.00 FTE Parks Maintenance Workers – Add four Full-Time positions Three paid out of Horseshoe Bend Fund

o 1.07 FTE Recreation – Aides – Increased from 1.41 to 2.48 Increase one PT position to FT. Added one PT aide.

o 0.24 FTE Airport – Administrative Assistant - Increase from 0.25 FTE to 0.49 FTE Increased FTE based on budget savings of hiring Administrative Assistant rather than

Airport Director. o 1.00 FTE Airport – Maintenance Workers – Add one Full-Time position

Position moved from Building Maintenance to be paid out of Airport Fund. ♦ Reductions

o Eliminated 0.79 FTE Library – Library Coordinator o Eliminated 1.00 FTE Library – Library Assistants o Eliminated 1.36 FTE Library – Library Aides o Eliminated 1.00 FTE Library – Circulation Lead o Eliminated 1.79 FTE Library – Circulation Assistants o Eliminated 0.68 FTE Recreation – Maintenance Worker


44 | P a g e

Capital Expenses Capital Improvements The FY20 Budget includes $13.8 million in Capital Projects and Equipment. Highlights include:

• $5 million in Airport improvements • $2.5 million in Utility capital replacements • $2 million in improvements for Horse Shoe Bend • $1.8 million in Utility capital additions • $870,000 in equipment • $600,000 in Community Development • $130,000 in parks improvements • $220,000 in storm water improvements and street lighting • $155,000 in facility and building improvements

Leasing vs. Buying In the past, the City has opted for cash purchase vehicles to cut interest expenses and not bind future City leaders with debt. Evaluation of current fleet with Public Safety had led City leaders to reconsider vehicle lease options to replace outdated units. With 13 police vehicles replacement schedule classified as “immediate”, there is an increase urgency to look at lease-purchase option for six patrol vehicles compared to purchasing and outfitting one for $71,800 in FY2020. The City still prefers to utilize cash purchasing for vehicles in other departments. Equipment to be purchased rather than leased in FY2020 Ford Edge $35,000 Ford Edge $35,000 F150 XL Supercab $35,000 Golf Carts $75,000 Gator $10,000 F250 Standard Cab $40,000 ¾ Ton Truck with Utility Bed $45,000 Dingo Tractor $42,000 Trail Groom $26,000 Command Vehicle $90,000 Electrical Bucket Truck $50,000 Backhoe $100,000 Total $557,000 Short-Term Debt Factors Short-term Debt factors impacting budget decision-making for FY2020 are as follows: Payment Toward Unfunded Public Safety Personnel Retirement System (PSPRS) Liability The FY2020 budget includes an additional payment to Arizona Public Safety Personnel Retirement System. The estimated Annual Required Contribution for FY2020 is $445,776, but the City has budgeted to pay $1.1 Million additional toward the unfunded liability estimated at $2.8 Million on June 30, 2018 Actuarial Reports for Police and Fire. Pay off debt to Page Utility Enterprise In FY2000, the Electric Fund provided a loan to the General Fund and the current balance of the loan is $1,625,000. The original loan agreement stated the loan was to be paid back to the Electric Fund within one year, but at the end of FY2019 was still outstanding. City leaders have budgeted to clear up this debt in FY2020. Building Reserve Fund for Bond Series 2011 Beginning in FY2014, the City designated 85% of the 1% sales tax to be allocated toward the Series 2011 Bond to ensure a reserve will be built to pay off the debt on the 2021 call date. The City budgets about $2 to $3 million each year to build the reserve balance. At the end of FY2019, the reserve balance reached the needed reserve balance to pay future payments and the amount needed to pay the bond’s balance at the 2021 call date. In FY2020 City leaders are working to determine the allocation of these funds and whether to continue the 1% sales tax.


45 | P a g e

Long-Term Financial Goals The City is committed to maintaining fiscal stability to ensure the delivery of high-quality services. This requires an efficient transparent financial system; accurate and reliable forecasting of revenues; control of expenses; and an expanded tax base.

Long-Term Financial Goal Strategic Goal 1. Revenue Projection Fiscal Resiliency – Economic Vitality 2. Expense Projection Fiscal Resiliency – Public and Accountability 3. Debt Elimination Fiscal Resiliency – Public and

Accountability – Integrity (Fiscal) 4. Emergency Reserve Fund Fiscal Resiliency – Safety and Security –

Public Accountability – Integrity (Fiscal) 1. Revenue Projection-Overall revenues have been steady in prior years, but current trends reflect an average growth in revenue at about 4.9%. Although growth in revenue is anticipated, mainly from sales tax revenue and revenue from Horseshoe Bend, the City of Page continues to budget conservatively. The City continues to analyze existing revenue structures and explore alternative funding mechanisms to support infrastructure and economic development project funding. Chart reflects total of Program Revenues, General and Other Revenues from City’s Comprehensive Annual Reports for fiscal years 2010-2018. Fiscal year 2019 and 2020 are budgeted amounts.

2. Expense Projection- Spending trends in prior years have been consistent. Budget FY2019 and FY2020 indicate a large increase compared to prior years, mainly due to the additional of three new departments: Horseshoe Bend, Golf, and Corrals. The City has budget expenses anticipated each year, including large capital expenses. Although the expenses are budgeted, the expense may not be incurred in the fiscal year. With the City focusing on capital improvements and increasing government services, expenses are anticipated to steadily climb. The City has focused on eliminated debt to allocate more funds to these projects. Chart reflects total of Governmental and Business-type activities expenses from City’s Comprehensive Annual Reports for fiscal years 2010-2018 and has averaged less than 90% of revenues. Fiscal year 2019 and 2020 are budgeted amounts.

25,3

49,0

92

26,5

44,5

60

26,2

58,8

06

27,8

53,7

12

27,1

65,2

21

29,1

31,1

05

30,8

08,2

53

31,0

33,9

67

33,9

71,4

39

40,9

45,6

61

49,0

18,6

03

47,4

20,5

15

49,7

44,1

20

52,1

81,5

82

54,7

38,4

79

57,4

20,6

65

- 20,000,000 40,000,000 60,000,000 80,000,000

Total RevenueFive Year Projection

Revenue Projected Revenue Linear (Revenue)

25,3

97,6

05

25,5

33,1

50

26,0

27,6

84

23,8

17,8

91

23,4

41,2

91

24,3

44,2

51

24,2

22,8

81

23,6

84,1

77

26,3

95,7

04

48,2

72,9

64

49,0

18,6

03

45,0

49,4

89

47,2

56,9

14

49,5

72,5

03

52,0

01,5

55

54,5

49,6

31

- 20,000,000 40,000,000 60,000,000 80,000,000

Total ExpenseFive Year Projection

Expenses Projected Expenses Linear (Expenses)


46 | P a g e

3. Debt Elimination-The City Council of the City of Page has made it a top priority to eliminate debt; including bonds, retirement unfunded liability, and debt to other funds. Series 2011 Bond - The City of Page has focused on eliminating debt in recent years. Beginning in FY2014, the City has designated 85% of the 1% sales tax will be allocated toward the Series 2011 Bond and ensure a reserve will be built to pay off the debt on the 2021 call date. It is estimated the current reserve balance will be able to cover the 2021 call date.

Series 2004 Bond (Airport) – This Bond is scheduled to mature in 2021 and the City will continue to follow the debt service schedule. The City has paid approximately $844,000 in interest as of June 30, 2019, since bond was issued and will pay approximately $16,000 more in interest depending on the varying coupon rate.

- - -

1,000,276

2,423,431

4,890,000

7,604,863

9,186,242

6,857,904

5,740,904

11,730,000 11,380,000 10,780,000

10,050,000 9,295,000

8,520,000 7,720,000

6,895,000 6,040,000

5,150,000

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 -

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000 Series 2011 Bond

Bond Balance Reserve Balance Target Reserve Balance

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

FY20

04

FY20

05

FY20

06

FY20

07

FY20

08

FY20

09

FY20

10

FY20

11

FY20

12

FY20

13

FY20

14

FY20

15

FY20

16

FY20

17

FY20

18

FY20

19

FY20

20

FY20

21

Airport Series 2004 Bond

Bond Balance


47 | P a g e

Payoff Unfunded Liability – As of June 30, 2018, the City has a balance of $2.8 Million of unfunded liability with Public Safety Personnel Retirements Systems (PSPRS). The City has been paying the higher recommended contribution rate (26.03% for Tier 1 and 2 members, 27.11% for Tier 3 members) as opposed to the normal contribution rate (12.21% for Tier 1 and 2 members, 9.94 for Tier 3 members). Although this has assisted in slowing the continued growth of the unfunded liability balance, it continues to accumulate. The City has decided to make additional payments to eliminate this balance beginning in FY2018. The City has budgeted an additional $1.1 million payment toward the balance in FY2020 and will continue to make additional payments until the unfunded liability is eliminated. The City paid the first additional payment toward the unfunded liability of $1 million in FY2018 and increased that amount to $1.5 million in FY2019. If the City continues to make similar additional payments toward the PSPRS unfunded liability balance, it is estimated the unfunded liability balance could be paid off in FY2021.

The blue and red dotted lines in the graph below display the projected liability amount if additional payments were not scheduled.

4. Emergency Reserve Fund The City wants to ensure adequate levels of fund balance are maintained to abate potential current and future risks to avoid revenue shortfalls and be equipped for unexpected expenditures maintained in the General Fund. Best Practice established by the Government Finance Officers Association recommends at minimum 16.7% or equivalent to two months of either expenses or revenues. Reviewing the past ten years, the City has made a great recovery and has established a healthy fund balance. City leaders have authorized the establishment of an Emergency Reserve Fund of eight million dollars in a long-term high yield account in FY2020.

(449

,287

)(2

57,7

18)

236,

160

763,

294

1,40

2,66

8

1,01

5,00

9

1,25

9,05

1

1,42

8,86

0

1,97

0,56

1

2,05

6,42

3

1,66

6,47

2 3,42

9,34

3

3,44

2,49

7

3,73

6,61

6

4,02

5,16

6

2,85

6,04

8

1,74

8,04

8

987,

268

0

0 0

(1,000,000)

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Public Safety Personnel Retirement SystemUnfunded Liability

Total Prior to Additional Payments Total Projection with Additional PaymentsPolice FireLinear (Police) Linear (Fire)

- 5,000,000

10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

General Fund vs Total Fund Balance by Year

Expenses 16.7% of Expenses General Fund Total Fund Balance

O-Budget Amounts

O-Unaudited Amounts


48 | P a g e

Summary Financial stability will continue to be maintained through the City’s ongoing commitment to provide highest quality, efficient, and cost-effective service. Establishing and following sound financial management policies protect the public’s finances and provide accountability to the taxpayers. This is of the utmost importance to our City government and its operations. The City Council provided input and direction during the budget process so that the City could move forward in fulfilling the Strategic Priorities that have been outlined. I would like to recognize Former City Manager, Michael Celaya; Finance Director, Linda Watson and Finance Analyst, Kristy Monroe for their efforts in compiling this detailed document and for providing their financial analysis. I am confident that the upcoming fiscal year will be yet another year of progress and improvement for the City of Page community. It has been a pleasure to be able to work with City Staff and the City Council during this few months as your Interim City Manager. I welcome your comments and suggestions as you review the attached information. Respectfully submitted,

Ken Buchanan Interim City Manager


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V. Strategic Goals and Objectives

Mission Statement Develop a high standard of community life through shared vision, superior service, and sustainable practice.

Vision

The City of Page is a clean, financially responsible, diverse, and vibrant community that respects the quality of its environment, fosters a sense of community and family, encourages a healthful, active lifestyle, and supports a wide‐range of business opportunities to promote a prosperous economy.

Core Values

• Public Accountability/Transparency

• Safety and Security

• Fiscal Resiliency

• Community Engagement

• Integrity (fiscal)

• Customer Service

• Economic Vitality

• Cleanliness/Community Pride

Objective Criteria

Objective Criteria for Decision Making • Brainstorm the “things that matter” to the community • Generate creative ideas about best practices and alternatives • Provide basis for consistently and transparently comparing alternatives • There are no right or wrong criteria, but there are better and worse ones • Focus on what matters in the decision, even when what matters is hard to quantify • Execution

Brainstorm• What matters

to the community

Generate Ideas• Utilize best practices and alternatives

Compare Alternatives• Consistently

and transparently

Selection• Best

outcome for community

Focus• What matters

in the decision

Execution

Objective Criteria


50 | P a g e

1 - Community Development A pleasant environment is a source of pride for its residents and an important component of the quality of life in an area. Community aesthetics take on an economic meaning, encouraging tourism and business recruitment. Community Development is a process by which local decision‐makers and residents work together to leverage resources to increase business development and job opportunities along with attracting capital to improve the physical, social and environmental conditions in the community. Implement economic development processes that assist in the development of a strong local economy; protect neighborhoods from blighting and deteriorating conditions that have a negative impact on area property values; and encourage residents and business owners efforts to maintain the physical environment through standards set in local ordinances.

Goal Sponsoring Department Objective

In partnership with stakeholders, create and implement a revitalization plan for Block 17and a Master Streetscape Plan for the central business district that will establish design as well as strategies and policies for streetscape development, criteria for technical feasibility, and identify implementation costs associated with a streetscape enhancement program.

Community/ Economic

Development

The Connecting Downtown Page Plan to identify opportunities for downtown connectivity and revitalization concepts. The launch of the Façade Improvement Program. $50,000 of funds have been allocated by the City of Page to implement a grant open to business within the downtown area for façade improvement.

Begin Downtown Streetscape Plan a plan that identifies needs projects, and mechanisms to enhance the streetscape and façade of the downtown area.

Maintain and enhance attractive neighborhoods through City services, enforcement techniques, and compliance with City codes and regulations.

Community/ Economic

Development

Formation and support of the For Our City Group geared towards community pride through efforts such as beautification projects.

Begin 2019 General Plan Update.

Community/ Economic

Development

Beginning the General Plan Element Update to be completed by December 2019. Beginning the process of the General Plan Comprehensive update to be completed by 2021.


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2 – Economic Development The City’s vision is to create a robust business environment that attracts employment, wealth, capital investment, and enhanced opportunities for investors and residents.


Promote Page as a location for clean industry, high-tech manufacturing, and development strategies.

Community/ Economic

Development

Engage with industry experts to identify development potential. Identify land(s) and engage with property owners to gauge interest. Outline potential city support. Develop and share marketing collateral with industry opportunities.

Continue hands-on approach with small business start-ups and retention/expansion opportunities.

Community/ Economic

Development

Enhance and promote the small business support guide. Continue to engage with Chamber to identify new needs of small business community.

Continue to offer educational courses related to small Business.

Partner with Regional Chamber of Commerce to promote jobs.

Community/ Economic

Development

Continue to partner on job fairs and special events. Utilize Chamber’s contacts and resources to add value to recruitment/retention efforts. Continue to cross market with Chamber and other agencies in order to enhance Page jobs board. Encourage Chamber membership and city staff to continue “hire Page residents first” campaign.

Investigate opportunities to attract family-oriented entertainment venues.

Community/ Economic

Development

Identify opportunities through demand analysis. Engage with industry experts to identify development potential. Identify land(s) and connect with property owners to gauge interest. Outline potential city support. Develop and share marketing collateral with industry opportunities.

Attract specialty medical and/or research clinics.

Community/ Economic

Development

Inventory medical and research clinics in Page are. Identify opportunities through physician needs analysis. Engage with industry experts to identify development potential. Develop and share marketing collateral with industry opportunities. Coordinate with landowners on possible site visits from potential end-users.

Assist property owners with development of City Center (Block 17).

Community/ Economic

Development

Work with developer to brand any private/public collateral. Identify land options and outline potential city support. Continue to communicate the vision of the Surprise Center to potential projects. Leverage substantial city investments in discussions with potential end-users. Coordinate with landowners on possible site visits from potential end-users.

Identify and secure additional funding methods for economic development.

Community/ Economic

Development

Pursue grants that support economic development Initiatives. Continue to use creative earned revenue post performance incentives such as construction sales tax reimbursement for economic development initiatives with significant infrastructure costs


52 | P a g e

3 – Tourism Infuse tourism dollars into Page’s economy by diversifying the events, programs, and partnerships offered that make Page an attractive destination for a wide variety of interests.


Lay the groundwork for creating a multi-use facility/ expansion that will draw entertainment and tourism.

Community/ Economic

Development

Conduct a needs analysis study.

Develop a funding strategy.

Develop an annual festival framework. Strategies:

Community/ Economic

Development

Community & Recreation Services

Create a calendar that will highlight all events in Page. Develop an RFP process to recruit partners to hold tourism events in Page with defined criteria. Simplify application process for third parties to run a special event at the Amphitheater, Sports Complex, and City Parks. Arts and Jazz Festival.

Develop a regional entertainment corridor.

Community/ Economic

Development


Establish a value propositions, such as a sports village and entertainment district, soccer complex, or convention center. Identify possible site options. Conduct a feasibility study. Identify potential partners, both private and public/non-profit. Identify costs and incentives.

Create partnerships that offer visitors a wide range of activities.

Community/ Economic

Development


Develop partnerships with hotel associations.

Develop partnerships with sports organizations.

Develop partnerships with general tourism entities.


53 | P a g e

4 - Fiscal Responsibility The City is committed to maintaining fiscal stability to ensure the delivery of high-quality services. This requires an efficient transparent financial system; accurate and reliable forecasting of revenues; control of expenses; and an expanded tax base.


Operate in a fiscally prudent manner, assuring the most efficient expenditure of public funds.

City Manager Develop and maintain a 10‐year Capital Improvement Program that balances the anticipated cost of planned projects with a realistic forecast of available resources.

Finance

Analyze existing revenue structures and explore alternative funding mechanisms to support infrastructure and economic development project funding. Striving for true fiscal resiliency in thinking long term 3-5 years with strong reserves. Looking beyond the annual budget year planning, strategizing, and setting goals. Developing a long-term fiscal approach that supports sustainability with 3-5 year of strategies addressing capital plans and operational plans. Promoting fiscal resiliency by looking beyond the annual budget year in and year out and making policy decisions and council commitment. Develop long‐term financial forecasts that allow the City to annually identify future revenue and expenditure trends and prepare plans to address anticipated problems in a timely fashion.


The PUE Board has identified Water and Sewer Utility reserve levels to stabilize rates. The Board will make rate recommendations to the City Council. Page Utility Enterprises staff will continue long‐term financial forecasting, carefully watching future wholesale energy costs, and the PUE Board will make rate recommendations to the City Council.


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5 - High Performing Organization The City of Page strives to develop a high performing organization through continuous system and process improvements; the commitment to make time to do the “work of leadership”; and the encouragement of City employees to exercise their leadership and talents at every level of the organization.


To create an environment that supports engaged, high performing employees; enable the City to recruit, retain and compete for talent; and ensure retention of institutional knowledge.


Update City website to improve content, customer satisfaction, and optimize the use of technology to drive efficiency, productivity, and service. Provide a web‐based, electronic payment capability for customers.

City Manager Complete organizational assessment to evaluate the City’s current organizational structure.

Human Resources/Risk Management

Recruit and retain a skilled workforce. Review and implement necessary security measures throughout City‐owned public facilities. Encourage community involvement through the recruitment, retention, and engagement of volunteers.


55 | P a g e

6 - Infrastructure Improvement The City Council is committed to maintaining and improving public infrastructure and City facilities to preserve both the physical character and livability of the community.


Maintain and improve critical City infrastructure, including streets, sidewalks, parks, trails and facilities to support economic growth and improve quality of life in Page.

Public Works

Draft a ten‐year Pavement Management Program (PMP) for inclusion in the Capital Improvement Plan. Strategically invest in City facilities, technology, and equipment. Develop a stable and equitable funding source for the preparation and implementation of a comprehensive storm water management plan. Extend, monitor, and maintain a storm water system to protect the public from flood and drainage.

Public Works


Update utility infrastructure in coordination with Block 17 revitalization plan.


Identify areas for and project the costs of converting overhead electric lines underground. Develop strategic operation plan for water and sewer utilities to ensure financial stability and prepare for growth.


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7 - Housing A critical component of a vibrant city is an array of housing options. The City struggles with the lack of affordable and workforce housing, including ownership and rental options.


Pursue affordable and workforce housing to expand housing options for low- and middle-income households.


Implement city-led incentives and programs to attract housing development focused on affordable and workforce housing to expand to housing opportunities for low- and middle-income households. Partner with local and outside resource to bring existing and new programs to the City which encourage homeownership, home-rehabilitation, and general opportunities for housing. Engage in public outreach to promote new and existing programs that preserve and improve the existing housing stock.


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8 - Quality of Life The City strives to enhance the overall quality of life for our residents and visitors by offering high quality recreation and leisure activities and improving parks, trails, streetscapes and open spaces in Page.


Maximize resources that enhance the quality of life for our residents and visitors.

All Communicating Effectively Community &

Recreation Services

Public Works

Consistent implementation of the Parks Master Plan.


Plan, design and implement summer youth programs. Research and pursue grant opportunities to enhance recreation programs and facilities.

City Manager Improve public schools through collaboration with strategic partners including Page Unified School District and Coconino Community College.


Attain an additional Internet bandwidth provider. Provide public Wi-Fi Internet access in all major public areas, I.E. Downtown City Center, John C Page Memorial Park, Library, Community center etc. Implement online payments and permits.


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59 | P a g e

VI. Department Profiles

City Administration

City Attorney

City Clerk

City Council



FinanceInformation Technology

Magistrate

Fire

Police

Public Works


City of Page


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City Administration

City Administration FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund Expense

Personnel 210,389 176,970 247,187 240,177 -2.8% 401-City Manager 210,389 176,970 247,187 240,177 -2.8%

Operating 574,607 622,053 972,570 940,100 -3.3%

401-City Manager 9,406 8,201 7,170 12,100 68.8% 411-General Services 565,201 613,852 965,400 928,000 -3.9%

Grand Total 784,996 799,023 1,219,757 1,180,277 -3.2%

City Manager401


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Department Performance Measures FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

City Administration - Effective Governance of City Council Adopted Strategic Priorities

Substantial Completion




General Services - Mail processed within 24 hours

100% 100% 100% 100%

• 1.00 FTE - City Manager• 1.00 FTE - Executive Administrative Assistant

10-401 City Manager2.00 FTE

10-411 General Services0.00 FTE


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City Manager PURPOSE To effectively coordinate and lead the various City departments in administration of City affairs. DEPARTMENT DESCRIPTION Administration provides the overall administrative leadership necessary for the implementation of City Council policies, administration of the organization and delivery of services to citizens; and develops programs and policy alternatives for consideration by the City Council. Administration utilizes the City Code and City policies to provide effective management and leadership by communicating to employees. DEPARTMENTAL ACTIVITIES

♦ Directs the administration of City Departments. ♦ Annual budget planning and financial oversight. ♦ Serves as the liaison to state and federal agencies for the City Council. ♦ Supports the information and policy-making needs of the City Council and implements City Council

directives. GOALS & OBJECTIVES

♦ Provide support services to the City Council in policy making. ♦ Provide direction and coordination to departments in accordance with City Council policies and community

goals. ♦ Ensure positive communications and delivery of public service. ♦ Advise the City Council on financial and legislative matters. ♦ Ensure City Council directives are carried out. FY 2019-20 Priorities

o Promote coordination and teamwork among City employees to provide quality services that add value to our community in a fiscally sound manner.

o Provide timely and accurate information about City services. o Ensure implementation of the City Council Strategic Priorities. o Ensure positive public communications. o Identify departmental operational performance standards. o Explore partnerships/collaborations with community and regional partners. o Explore appropriate use of technology to improve efficiency such as timekeeping.

FY 2018-19 Major Objectives Accomplished

o Provided leadership and direction for the operation and management of all City Departments, including: the enforcement of all laws and ordinances; oversight of all municipal services and programs; appointment of personnel; and executive supervision for Department Managers.

o Provided communication and direction regarding City Council Policy. o Prepared and submitted an annual operating budget and capital improvement budget premised

upon Council strategies, goals, and objectives. o Delivered services to the public in a cost-effective manner. o Hiring of Police Chief, Community Development Director, Community & Recreation Service

Director. o Restructured Community Development Department. o Facilitated the formation of New Department -Community & Recreation Services (CRS); Horseshoe

Bend Fee Booths and Lake Powell National Golf Course. o Facilitated the formation of the Economic Development Advisory Board. o 1st Development of State Legislative Agenda. o Promoted Contour Airlines servicing Page.


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FY 2019-20 BUDGET HIGHLIGHTS Significant changes are as follows:

♦ 2402 - Increase to include cell phone expense for Executive Assistant ♦ 2700 – Increase based on actual expenses in FY2019. ♦ 2804 – Increase due to re-instating International City Managers Association (ICMA) Membership.

Title FY2017

Actual FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 401-City Manager

Personnel 210,389 176,970 247,187 240,177 -2.8% 10-401-1101 Salaries 156,155 136,125 178,547 172,292 -3.5% 10-401-1105 Overtime - - 2,500 2,500 0.0% 10-401-1201 Industrial Insurance 508 528 470 513 9.1% 10-401-1202 Medical Insurance 23,869 16,726 30,977 30,865 -0.4% 10-401-1203 FICA 11,609 9,078 13,329 12,840 -3.7% 10-401-1204 ASRS 18,250 14,513 21,364 21,167 -0.9%

Operating 9,406 8,201 7,170 12,100 68.8% 10-401-2101 Operating Supplies 1,440 1,346 750 1,000 33.3% 10-401-2402 Cell Phones 989 813 660 1,400 112.1% 10-401-2700 Travel, Meals, and Schools 1,654 2,241 1,500 3,500 133.3% 10-401-2804 Subscriptions/Memberships 5,323 3,800 4,260 6,200 45.5%

Grand Total 219,795 185,171 254,357 252,277 -0.8%


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General Services PURPOSE To provide support services to all City departments. DEPARTMENT DESCRIPTION General Services has no associated personnel costs. The department is responsible for providing support services to all City departments and includes the functions of managing facilities, equipment, supplies, maintenance, and other support services. DEPARTMENTAL ACTIVITIES

♦ Supplies and Equipment. Manage and track general purchases and leases. ♦ City Hall Vehicle Management. Manage City car travel use and cleaning. ♦ Contract Services. Manage contracts for pest control, miscellaneous janitorial services, and corrals. ♦ Contingency. Coverage for unexpected and unbudgeted expenses. ♦ Utilities. City-wide utility expense budget.

GOALS & OBJECTIVES

♦ Continue to provide proper customer service and maintenance to ensure that a neat and orderly environment may be provided for the transaction of public business.

FY 2019-20 Priorities

o Manage the purchases for General Services. o Manage City fleet usage.


o Facilitated consultants for staff development.


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♦ 2101 – Increase based on prior year actual expenses. ♦ 2600 - Vermillion Downs Corral expense moved to separate department.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

411-General Services Operating 565,201 613,852 965,400 928,000 -3.9% 10-411-2100 Office Supplies 5,870 6,358 - - 0.0% 10-411-2101 Operating Supplies - - 5,000 6,500 30.0% 10-411-2119 Office Equipment Leases 11,514 10,764 8,400 8,800 4.8% 10-411-2403 Postage 7,312 18,217 22,000 19,200 -12.7% 10-411-2404 Utilities 445,414 478,756 500,000 500,000 0.0% 10-411-2425 Copy Paper 3,029 3,661 4,000 4,000 0.0% 10-411-2590 Contract Services 14,762 13,946 14,000 14,500 3.6% 10-411-2600 Vermillion Cliffs/Corrals

Expense 35,954 36,518 37,000 - -100.0%

10-411-2806 Printing Costs 4,476 7,772 - - 0.0% 10-411-9600 Contingency 36,871 37,859 375,000 375,000 0.0% Grand Total

565,201 613,852 965,400 928,000 -3.9%


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City Attorney

City Attorney FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 405-City Attorney

Personnel 178,095 189,707 193,825 205,933 6.2% Operating 3,596 10,570 26,460 32,110 21.4%

Grand Total 181,691 200,277 220,285 238,043 8.1%

City Attorney405


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FY2018 Actual

FY2019 Budget

FY2020 Budget

Train boards on Open Meeting Law NA 5 5 3

Conviction rate on criminal trials NA 100% 85% 85%

Provide training sessions for the Police Department

NA 3 3 2

•1.00 FTE - City Attorney•0.63 FTE - Administrative Assistant

10-405 City Attorney1.63 FTE


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City Attorney PURPOSE To provide the City Council, City Departments, Boards, and Commissions with quality legal services. DEPARTMENT DESCRIPTION The City Attorney is the chief legal advisor to the City Council, City Manager, Page Utilities Enterprises Manager, City Departments, and the City's Advisory Boards and Commissions. The City Attorney, in consultation with the City Council, prosecutes and defends all suits, actions, or causes where the City is named, and reports to the City Council, when required, the condition of any suit or action to which the City is named. In addition to these civil duties, the City Attorney represents the City and the State of Arizona in the prosecution of criminal misdemeanor cases occurring within the City limits. In connection with these criminal matters, the City Attorney is responsible to ensure that the statutory rights of the victims of such crimes are protected. DEPARTMENTAL ACTIVITIES

♦ Legal Advice. Provide legal advice to City Council members and staff members to ensures that the City conducts its activities legally.

♦ Legal Representation. Represent the City and Page Utilities Enterprises, defending the City against litigation and claims.

♦ Enforcement. Enforce and prosecute violations of the municipal code. ♦ Legal Services. Responsible for drafting, reviewing, and/or approving as to form all proposed ordinances,

resolutions, and contracts, which may be considered for adoption by the City Council to ensure that they adequately protect the legal interests of the City.

GOALS & OBJECTIVES

♦ Provide the highest quality, competent legal advice and services to the City Council and all City Departments.

♦ Support the City Council in achieving stated goals and objectives. ♦ Prosecute crime within the authority of the Magistrate Court.


o Provide quality legal advice and counsel in a cost-effective manner to reduce the liability exposure of the City and to provide legal advice for contemplated policy and administrative decisions.

o Represent the City, either directly or through coordination of services provided by outside counsel, in matters coming before various courts and administrative tribunals.

o Provide legal support for Council and all City departments to carry out their goals and accomplish their projects and transactions.

FY 2018-19 Major Objectives Accomplished o Provided effective and timely legal advice and counsel in a cost-effective manner in order to reduce

the liability exposure of the City and provided legal advice for policy and administrative decisions. o Represented the City, either directly or through coordination of services provided by outside

counsel, in all legal matters. o Prosecuted all misdemeanor cases in the Page Magistrate Court. o Provided quality legal support for Council and all City departments to carry out their goals and

projects.


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♦ 2101 – Increase due to need of additional supplies for employee added in FY2019. ♦ 2116 – Increase due to need of additional equipment for employee added in FY2019. ♦ 2590 – Increase due to anticipated increase need of outside counsel with planned projects (Horseshoe

Bend, Affordable Housing, etc). ♦ 2700 – Increase to provide specialize training for Executive Administrative Assistant. ♦ 2805 – Decrease based on previous years expenses.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

405-City Attorney

Personnel 178,095 189,707 193,825 205,933 6.2% 10-405-1101 Salaries 134,239 144,167 148,181 157,846 6.5% 10-405-1105 Overtime 337 249 - - 0.0% 10-405-1201 Industrial Insurance 270 280 332 398 19.9% 10-405-1202 Medical Insurance 17,296 17,583 16,756 16,769 0.1% 10-405-1203 FICA 10,178 10,735 11,071 11,805 6.6% 10-405-1204 ASRS 15,775 16,694 17,485 19,115 9.3% Operating 3,596 10,570 26,460 32,110 21.4% 10-405-2101 Operating Supplies 165 9 350 750 114.3% 10-405-2116 Office Equipment 244 335 750 1,000 33.3% 10-405-2402 Cell Phones 664 664 660 660 0.0% 10-405-2590 Contract Services 935 8,163 20,000 25,000 25.0% 10-405-2700 Travel, Meals, and Schools 1,027 790 2,000 2,500 25.0% 10-405-2804 Subscriptions/Memberships 562 505 1,200 1,200 0.0% 10-405-2805 Publications and

Advertising - 105 1,500 1,000 -33.3%

Grand Total

181,691 200,277 220,285 238,043 8.1%


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City Clerk

City Clerk FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 404-City Clerk


Grand Total 131,783 136,702 215,218 224,803 4.5%

City Clerk404


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FY2018 Actual

FY2019 Budget

FY2020 Budget

City Council Meetings Coordinated 54 54 54 54

Meeting Notices posted 141 141 141 141

City Council actions and agenda items prepared

144 144 144 144

•1.00 FTE - City Clerk•1.00 FTE - Deputy City Clerk

10-404 City Clerk2.00 FTE


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City Clerk PURPOSE To maintain integrity and promote public trust in the governing process. DEPARTMENT DESCRIPTION The City Clerk’s office main function is to process, maintain, and preserve the official records of the City of Page in accordance with the State Statutes in a timely manner and ensuring that all records are easily accessible to the public. DEPARTMENTAL ACTIVITIES

♦ Customer Relations. Provide the best customer service by maintaining and preserving comprehensive City records accessible to the public. Fulfill Public Information Requests of City documents.

♦ City Council Support. Provide administrative and support services to the City Council: o Prepare agendas, packets, minutes, proclamations. o Process ordinances and resolutions. o Process applications for voluntary service on City Boards and Commissions. o Post, publish and record all official actions of the City Council.

♦ Records Management. Organize, disseminate, archive, maintain, store, and secure all official City records and documents in a systematic and easily accessible manner.

♦ Elections. Function as Filing Officer for Candidate packets and Campaign Finance documents. Maintain voter records and conduct early voting with accuracy and consistency in accordance with federal and state requirements.

♦ Business Registrations. Process, record, and issue Business Registrations. ♦ Maintain City Code of Ordinances. ♦ Bid Process. Publish and post bid proposal submissions and hold bid openings. ♦ Liquor Licenses. Receive, process, and submit liquor license applications.

GOALS & OBJECTIVES

♦ Implement record retention management system and backlog control. ♦ Review other departments’ record retention procedures and create a Clerk’s master destruction file. ♦ Input existing contracts/agreements into the Document Tracking database. ♦ Create a master Clerk’s vault index. ♦ Provide administrative and support services to the Mayor and City Council. ♦ Maintain and update City of Page Master Fee Schedule. FY 2019-20 Priorities

o Essential Records Report (due every five years). o Maintain records management. o Implement measures to manage backlog. o Continued staff education o 2020 Council Election


o Master Fee Schedule. o Continued education: City Clerk and Deputy City Clerk attended AMCA's Clerk's Best Practices,

and several Region Meetings. o Primary and General 2018 Elections.


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♦ 2115 – Reduction based on anticipated needs. ♦ 2804 – Increase based on higher subscription costs. ♦ 2805 – Increase due publishing in daily versus weekly newspapers. ♦ 2850 – Reduction based on anticipated needs. ♦ 2880 – Increase to replace chairs.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

404-City Clerk

Personnel 99,913 109,502 140,508 144,859 3.1% 10-404-1101 Salaries 81,898 90,260 115,569 118,843 2.8% 10-404-1105 Overtime 993 717 1,000 1,000 0.0% 10-404-1201 Industrial Insurance 222 223 304 352 15.8% 10-404-1202 Medical Insurance 708 790 962 983 2.2% 10-404-1203 FICA 6,436 6,964 8,918 9,168 2.8% 10-404-1204 ASRS 9,656 10,548 13,755 14,513 5.5% Operating 31,871 27,199 74,710 79,944 7.0% 10-404-2100 Office Supplies 2,116 814 - - 0.0% 10-404-2101 Operating Supplies - - 1,200 1,200 0.0% 10-404-2115 Equipment Repair/

Maintenance 95 - 500 200 -60.0%

10-404-2116 Office Equipment - 347 900 900 0.0% 10-404-2402 Cell Phones - 691 660 660 0.0% 10-404-2590 Contract Services 18,763 12,746 49,625 49,455 -0.3% 10-404-2700 Travel, Meals, and Schools 4,342 1,922 7,600 7,600 0.0% 10-404-2804 Subscriptions/Memberships 558 405 725 929 28.1% 10-404-2805 Publications and Advertising 5,908 10,150 11,000 13,000 18.2% 10-404-2850 Business Registration - 125 2,500 1,000 -60.0% 10-404-2880 Council Chamber Upgrades 88 - - 5,000 0.0%

Grand Total

131,783 136,702 215,218 224,803 4.5%


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City Council

City Council FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 402-City Council

Personnel 57,784 56,020 58,854 58,290 -1.0% Operating 15,231 19,702 27,800 44,160 58.8%

Grand Total 73,015 75,722 86,654 102,450 18.2%

City Council402


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FY2018 Actual

FY2019 Budget

FY2020 Budget

Attendance to League of Cities at least 40%

29% 57% 58% 86%

Number of Council meetings held 54 53 54 54

Retreats held 1 1 1 1

Annual budget adopted in accordance with Arizona Revised Statues?

Yes Yes Yes Yes

• 1 - Mayor• 1 - Vice Mayor• 5 - Council Members

10-402 City Council0.00 FTE


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City Council PURPOSE To represent and serve the residents of the City of Page, formulate legislation, and establish City policy. DEPARTMENT DESCRIPTION The Council Members are elected officers of the City. There is one elected Mayor, one Vice-Mayor, and five Council Members. They are responsible for forming public policies to meet the needs of the community and accomplishing the City’s mission. All powers of the City Council shall be exercised by ordinance, resolution, order, or motion. DEPARTMENTAL ACTIVITIES

♦ Appoint City Officials. The City Council is responsible to appoint the City Clerk, City Magistrate, City Manager, City Attorney, and Board and Commission members.

♦ The City Council meets the second and fourth Wednesday of each month at 6:30 p.m. They also attend work sessions and special meetings, as scheduled.

♦ The City Council assumes the duties of office as directed by law. ♦ The City Council encourages citizen participation in the decision-making process through Advisory Boards,

telephone calls, letters, or e-mails. GOALS & OBJECTIVES

♦ The City Council sets the vision for our City and adopts goals to reflect that vision and guide decision-making at all levels of City government. The strategic planning process builds City Council consensus on policies and projects that impact City residents, businesses, and the community. The City Manager utilizes the City Council vision and goals to set priorities, direct work activities, and allocate staff and financial resources.


o Oversee the implementation of the City Council 2019-20 Strategic Priorities. FY 2018-19 Major Objectives Accomplished

o Provided strong political leadership in public policy making. o Identified strategic priorities, goals, and objectives to address key issues affecting the City.


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♦ 2402 – Added line item for Cell phone for Mayor ♦ 2680 – Added line item for promotional items. ♦ 2700 – Increase for three Council Members to attend National League of Cities Conference. ♦ 2701 – Increase for Council Retreat, Meet and Greets, and public outreach.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 402-City Council

Personnel 57,784 56,020 58,854 58,290 -1.0% 10-402-1101 Salaries 54,145 52,602 54,539 54,000 -1.0% 10-402-1201 Industrial Insurance 169 134 143 159 11.2% 10-402-1203 FICA 3,470 3,284 4,172 4,131 -1.0% Operating 15,231 19,702 27,800 44,160 58.8% 10-402-2101 Operating Supplies 686 605 1,500 1,500 0.0% 10-402-2402 Cell Phones - - - 660 0.0% 10-402-2680 City Promotional Items - - - 3,000 0.0% 10-402-2700 Travel, Meals, and Schools 5,960 6,607 12,000 21,000 75.0% 10-402-2701 In Town Meetings 918 4,435 5,000 8,000 60.0% 10-402-2804 Subscriptions/Memberships 7,667 8,055 9,300 10,000 7.5%

Grand Total 73,015 75,722 86,654 102,450 18.2%


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Community Development FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 256,811 647,669 1,673,874 1,208,059 -27.8% Expense 256,811 647,669 1,673,874 1,208,059 -27.8%

Personnel 193,578 395,062 460,924 481,449 4.5% 445-Planning & Zoning 74,120 72,944 66,334 68,061 2.6% 446-Building Safety & Code

Compliance 119,458 129,756 140,745 149,056 5.9%

447-Community Development - 192,362 253,845 264,332 4.1%

Operating 63,233 252,606 1,212,950 726,610 -40.1% 445-Planning & Zoning 58,217 44,791 345,010 297,500 -13.8% 446-Building Safety & Code

Compliance 5,016 4,825 10,120 18,700 84.8%

447-Community Development - 202,990 857,820 410,410 -52.2%

42-Community Development Fund 435,100 0 0 0 0.0% Expense 320,699 0 0 0 0.0%

Personnel 139,101 0 0 0 0.0% Operating 181,598 0 0 0 0.0%

Transfer Out 526,029 0 0 0 0.0% Interfund-transfer 526,029 0 0 0 0.0%

Grand Total 1,103,539 647,669 1,673,874 1,208,059 -27.8%


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FY2018 Actual

FY2019 Budget

FY2020 Budget

Amount of new commercial/industrial space created (sq. ft.)

N/A N/A N/A 2,000

Number of new jobs created N/A N/A N/A 50

Number of new housing units created N/A N/A N/A 15

Lodging tax collected (US Dollars) 3,932,472 4,626,752 4,000,000 4,500,000

Average commercial & multi-family plan review turnaround time (weeks)

N/A N/A N/A 2

Number of new construction permits 138 156 176 175

Number of building inspections N/A N/A 480 450

Number of code-compliance cases opened N/A N/A 172 150

Number of code-compliances cases resolved N/A N/A 80 90

Number of code-compliance notices sent N/A N/A 86 80

• 1.00 FTE - Community Development Director• 1.00 FTE - Economic Development Coordinator• 1.00 FTE - Executive Administrative Assistant

10-447 Community/Economic Development3.00 FTE

• 1.00 FTE - Building Inspector• 1.00 FTE - Community Enhancement Technician

10-446 Buidling Safety and Code Compliance2.00 FTE

• 1.00 - Planner/GIS

10-445 Planning and Zoning1.00 FTE


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Community/Economic Development PURPOSE To facilitate high-quality and sustainable growth and development by attracting economic opportunities, developing robust neighborhoods, and enhancing the community’s overall quality of life.

DEPARTMENT DESCRIPTION The Community and Economic Development Department provides high-quality and customer-oriented development services, long-range planning and zoning, sustainable economic development and comprehensive code compliance. DEPARTMENTAL ACTIVITIES

♦ Implements the City Council Strategic Priorities for Community and Economic Development. ♦ Works with Planning and Zoning on development projects within the community. ♦ Develops and implements Economic Development and Tourism strategies to grow and maintain a strong

local economy. ♦ Participates in capital improvement planning; seeks and administers grants. ♦ Manages tourism marketing.

GOALS & OBJECTIVES

♦ Implement economic development and tourism processes to maintain a strong local economy and have a positive impact on property values.

♦ Maintain strong sales tax revenues. FY 2019-20 Priorities

o Collaborate with economic development partners to develop and support common objectives; promote local job creation and retention; and explore options for affordable housing.

o Market Page as a world class destination and encourage businesses to maintain a high level of quality in their goods and services.

o Explore options for Downtown revitalization and a Master Streetscape Plan. o Continue implementation of the City-wide Parks Master Plan, including planning and construction of

phase one of the John C. Page Memorial Park Master Plan. FY 2018-19 Major Objectives Accomplished

o Collaborated with the Chamber for the Balloon Regatta and Vendor Fair/Street Market. o Developed plans and specifications for Horseshoe Bend trail realignment and parking lot. o Implemented City Council Strategic Priorities for Community Development:

• Received a Community Development Block Grant (CDBG) through the AZ Department of Housing for ADA restrooms and play equipment in parks.

• Selected by the American Institute of Certified Planners to have experts travel to Page in December of 2018 to develop a plan for Downtown revitalization.

• Collaborated with Salt River Project to complete a city-wide housing study. • Served on the project management team for Horseshoe Bend: parking area expanded,

restrooms installed, project design consultant procured, design underway, grant resources identified.

o Worked with a number of interested parties on potential sale of city property.


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♦ 1202 – Increase due to changes in coverage elections. ♦ 2402 – Decreased to cost of one cell phone for department. ♦ 2510 – Increase due to higher costs of Balloon Regatta and addition of Page Attack Trash/For Our City. ♦ 2550 – Added for equipment for community outreach. ♦ 2590 – Decrease based on council approved projects. ♦ 9720 – Increase based on upcoming grants. ♦ 9800 – Horseshoe Bend Fee Split removed based on agreement with National Park Service. ♦ 9825 – Added to fund program to enhance business storefronts. ♦ 9850 – Added to fund projects from Community Retreat groups. ♦ 9865 – Contract no longer in effect. ♦ 9866 – Reduced per City Manager.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

Fund Fund 42 Fund 10 Personnel 139,101 192,362 253,845 264,332 4.1%

1101 Salaries 106,807 146,329 185,873 180,452 -2.9% 1201 Industrial Insurance 423 360 489 530 8.4% 1202 Medical Insurance 11,169 17,689 31,764 48,612 53.0% 1203 FICA 8,167 10,994 13,786 12,885 -6.5% 1204 ASRS 12,534 16,991 21,933 21,853 -0.4%

Operating 181,599 202,990 857,820 410,410 -52.2%

2101 Operating Supplies 2,923 1,152 3,000 3,000 0.0% 2402 Cell Phones 248 1,355 1,320 660 -50.0% 2403 Postage 1,763 - - - 0.0% 2404 Utilities 556 - - - 0.0% 2510 Events 31,216 30,141 34,000 60,250 77.2% 2540 Marketing & Promotion 50,260 59,372 77,000 85,000 10.4% 2550 Meetings/Community

Outreach - - - 4,000 0.0%

2590 Contract Services 2,121 5,405 115,000 100,000 -13.0% 2700 Travel, Meals, and Schools 5,774 7,187 8,500 8,500 0.0% 2804 Subscriptions/Memberships 1,581 2.036 3,000 3,000 0.0% 3285 Economic Development 53 - - - 0.0% 3290 Familiarization Tours 104 1,343 1,000 1,000 0.0% 9720 Grant City Match - - 20,000 50,000 150.0% 9800 Horseshoe Bend Fee Split - - 500,000 - -100.0% 9825 Business Façade Program - - - 50,000 0.0% 9850 Community Retreat Projects - - - 25,000 0.0% 9865 Museum/Visitor Center 70,000 70,000 70,000 - -100.0% 9866 Chamber of Commerce 15,000 25,000 25,000 20,000 -20.0%

Transfer Out

9915 Transfer to Capital Projects 526,029 - - -100.0%

Grand Total 846,728 395,353 1,111,665 674,742 -39.3%


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Building Safety and Code Compliance PURPOSE To assist the public in building safe structures within the community of Page while protecting neighborhoods from blighting and deteriorating conditions that have a negative impact on the community. DEPARTMENT DESCRIPTION The Building Safety/Code Compliance Department is responsible for: assisting the public in their efforts to design and build structures within the City and developing and implementing a proactive code enforcement program to maintain the physical environment though ordinance standards. DEPARTMENTAL ACTIVITIES

♦ Building Inspections: o Plan review for residential and commercial construction projects. o Issue and maintain records of all permits. o Prepare and submit all State, County and City required reports on building inspections. o Schedule inspections. o Collect permit fees.

♦ Code Compliance: o Implement and manage a proactive code enforcement program. o Investigate, inspect, and evaluate complaints to determine violations of the municipal code and

appropriate course of action. o Investigate complaints received by the department, enter, and maintain informational record

keeping, obtain compliance. GOALS & OBJECTIVES

♦ Provide services for residents and property owners by assuring that all construction projects within the City are designed and built to building code standards.

♦ Beautify the community through code enforcement. ♦ Work with residents and property owners to investigate complaints and bring them into compliance with

applicable codes. FY 2019-20 Priorities

o Strive for 100% compliance with building codes in all projects through accurate plan review and inspections.

o Establish a grease trap inspection and maintenance program. o Adopt newer version of building code in conjunction with adoption of new the version of the fire

code. o Adopt a proactive approach to code enforcement.


o Participated in the Zoning Ordinance update. o Building Inspections:

Hyatt Place, Wingate, Baymont and Country Inn & Suites, all completed. Reviewed plans, issued permits and conducted inspections for 10 single family homes and

14 manufactured homes. Reviewed plans and issued building permits for 11 single family residences. Issued 10 manufactured home permits. Worked with Public Works to solve flooding issues in Downtown buildings;

o Code Compliance:

Assessed the Code Enforcement Program by reviewing existing ordinances and began enforcement related to vacant residential properties, unsafe storage of appliances, accumulations of junk, and new outdoor storage violations.

Worked with Planning and Zoning and the Police Department on complaints.


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♦ 1202 – Increase due to changes in coverage elections. ♦ 2101 – Removed and centralized under Community/Economic Development. ♦ 2115 – Increase to combine costs with Planning and Zoning division. ♦ 2402 – Increase to account for cellular service for laptop.

Title FY2017


FY2019 Budget

FY2020 Budget % Change

10-General Fund

446-Building & Code Compliance

Personnel 119,458 129,756 140,745 149,056 5.9% 10-446-1101 Salaries 78,190 87,841 93,125 95,230 2.3% 10-446-1105 Overtime 296 510 1,250 1,250 0.0% 10-446-1201 Industrial Insurance 3,195 3,134 5,116 5,533 8.2% 10-446-1202 Medical Insurance 23,199 21,832 23,219 28,440 22.5% 10-446-1203 FICA 5,473 6,206 6,899 6,919 0.3% 10-446-1204 ASRS 9,105 10,233 11,136 11,684 4.9% Operating 5,016 4,825 10,120 18,700 84.8% 10-446-2101 Operating Supplies 3,038 184 1,500 - -100.0% 10-446-2115 Equipment Repair/

Maintenance - - 200 400 100.0%

10-446-2260 Books - 671 - 1,200 0.0% 10-446-2402 Cell Phones 647 1,710 1,320 2,000 51.5% 10-446-2590 Contract Services - - 1,500 1,500 0.0% 10-446-2700 Travel, Meals, and Schools 1,106 1,844 5,000 5,000 0.0% 10-446-2804 Subscriptions/Memberships 225 416 600 600 0.0% 10-446-9800 Abatement Program

Grand Total

124,474 134,581 150,865 167,756 11.2%


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Planning and Zoning PURPOSE To plan and manage Page’s physical growth and development through sustainable land use and zoning practices and code enforcement. DEPARTMENT DESCRIPTION The Planning and Zoning Department responsibilities include: management of current and long-range planning and zoning issues; administration of the General Plan and Zoning Ordinance; review and approval of sign permits, site plans, conditional use permits, variances, subdivision plats and other related land use and zoning requests; and advising the public on zoning questions. DEPARTMENTAL ACTIVITIES

♦ Staff Planning and Zoning Commission meetings and public hearings and issue staff reports and public notifications.

♦ Review zoning, site plan, subdivision, conditional use permit and sign permits, and verify for compliance. ♦ Coordinate with Page Police Dispatch pertaining to City addressing. ♦ Advise the public on land use and zoning regulations. ♦ Prepare and present variance requests to the Board of Adjustment. ♦ Coordinate and attend Subdivision Committee and Site Plan Review Committee meetings. ♦ Maintain, administer, and amend the City of Page Zoning Ordinance, Subdivision Regulations, and General

Plan. GOALS & OBJECTIVES

♦ Continue working with the Planning Commission, City Council, and the public to update, maintain and administer the City of Page Zoning Ordinance and establish a digital zoning map

FY 2019-20 Priorities o Adoption, codification, and implementation of the updated Zoning Ordinance and Zoning Map. o Update the City of Page General Development and Subdivision Regulations. o Implement the Parks Master Plan, including Master Plan for John C. Page Memorial Park. o Assist with Downtown revitalization planning. o Assist with streetscape planning. o Assist with Horseshoe Bend trail realignment and parking lot planning. o Work with the Code Enforcement Division on a proactive code enforcement program.

FY 2018-19 Major Objectives Accomplished o Zoning Ordinance Update and digital Zoning Map; ready for final review and adoption. o Assisted with implementation of the Code Enforcement Program. o Developed new application forms and updated the City website. o Created a system to track development activity for every parcel in the City. o Adopted an ordinance to remove Use Permit requirements for short term rentals. o Started the site plan review process for 2 townhome projects. o Established a formal site plan review and approval process.


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♦ 2101 – Removed and centralized under Community/Economic Development. ♦ 2115 – Reallocated to Building Maintenance division. ♦ 2402 – Removed cell phone for this division. ♦ 2590 – Decrease based on council approved projects. ♦ 2804 – Reduced memberships.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

445-Planning & Zoning

Personnel 74,120 72,944 66,334 68,061 2.6% 10-445-1101 Salaries 43,786 54,344 47,098 48,242 2.4% 10-445-1105 Overtime - - 500 500 0.0% 10-445-1201 Industrial Insurance 270 223 2,588 2,795 8.0% 10-445-1202 Medical Insurance 21,788 10,795 6,945 6,949 0.1% 10-445-1203 FICA 3,103 2,589 3,586 3,672 2.4% 10-445-1204 ASRS 5,174 4,992 5,617 5,903 5.1% Operating 58,217 44,791 345,010 297,500 -13.8% 10-445-2101 Operating Supplies 536 2,478 750 - -100.0% 10-445-2115 Equipment Repair/

Maintenance - - 200 - -100.0%

10-445-2402 Cell Phones 578 774 660 - -100.0% 10-445-2590 Contract Services 56,289 40,873 340,000 295,000 -13.2% 10-445-2700 Travel, Meals, and Schools 324 666 2,200 2,200 0.0% 10-445-2804 Subscriptions/Memberships 490 - 1,200 300 -75.0%

Grand Total

132,337 117,735 411,344 365,561 -11.1%


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Community and Recreation Services

Community and Recreation Services Administration

408


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Community and Recreation Services FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund Expenses 1,218,018 1,487,592 1,640,000 1,388,751 -15.3%

Personnel 902,609 975,719 1,148,075 1,099,197 -4.3% 408-Community and Recreation

Services Administration 100,047 109,670 114,663 28,548 -75.1%

410-Community Center 82,388 94,396 112,413 217,247 93.3% 444-Library 356,056 381,025 447,369 313,796 -29.9% 462-Parks and Trail Maintenance 237,419 252,617 310,096 334,658 7.9% 465-Recreation 126,699 138,010 163,534 204,948 25.3%

Operating 315,410 511,874 491,925 289,554 -41.1% 408-Community and Recreation

Services Administration 1,639 2,993 2,910 5,030 72.9%

410-Community Center 7,905 4,751 9,005 18,215 102.3% 444-Library 79,575 214,426 91,737 75,290 -17.9% 462-Parks and Trail Maintenance 137,985 200,004 269,700 78,000 -71.1% 465-Recreation 53,977 47,836 77,183 113,019 46.4% 468-Golf Course Maintenance 34,328 41,863 41,390 - -100.0%

45-Horseshoe Bend Fund - - - 3,119,839 0.0% Expenses - - - 2,149,839 0.0%

Personnel - - - 1,291,833 0.0% Operating - - - 858,006 0.0%

Transfer Out - - - 970,000 0.0% Interfund Transfer - - - 970,000 0.0%

55-Golf - - - 918,908 0.0% Expenses - - - 918,908 0.0%

Personnel - - - 643,681 0.0% 463-Golf Course Clubhouse - - - 334,367 0.0% 468-Golf Course Maintenance - - - 309,314 0.0%

Operating - - - 275,227 0.0% 463-Golf Course Clubhouse - - - 190,327 0.0% 468-Golf Course Maintenance - - - 84,900 0.0%

Grand Total 1,218,018 1,487,592 1,640,000 5,427,498 230.9%


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FY2018 Actual

FY2019 Budget

FY2020 Budget

Library visits 160,933 163,614 145,000 145,000

Number of library card holders N/A 16,964 16,000 16,000

Patron computer use per year N/A 38,197 64,000 64,000

Patron Wi Fi usage per year 45,000 45,000 80,000 80,000

Circulation of materials 112,698 131,914 140,000 140,000

Congregate Meals 6,500 4,232 7,000 7,000

Meals on Wheels 3,500 2,871 4,000 4,000

Youth Registered for Sports Leagues

731 816 780 780

Number of teams registered for adult leagues

30 298 33 33

Number of children sponsored for youth sports

15 15 25 25


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• 0.25 FTE - Community and Recreation Services Director

10-408 Community and Recreations Services Administration 0.25 FTE

• 1.00 FTE - Library Manager• 1.00 FTE - Reference Librarian• 1.00 FTE - Library Specialist• 1.00 FTE - Children's Coordinator• 2.22 FTE - Library Aides• 0.19 FTE - Seasonal Library Aides

10-444 Library6.41 FTE

• 1.00 FTE - Manager• 1.00 FTE - Kitchen Supervisor/Cook• 0.75 FTE - Cook's Assistant• 0.49 FTE - Transportation Aide• 0.12 FTE - Substitute Cook's Assistant• 1.71 FTE - Community Center Aides

10-410 Community Center5.07 FTE

•1.00 FTE - Parks and Trail Manager•1.00 FTE - Maintenance Worker Lead•2.00 FTE - Maintenance Workers•1.46 FTE - Seasonal Maintenance Workers

10-462 Parks and Trail Maintenance5.46 FTE

• 1.00 FTE - Recreation Department Manager• 2.48 FTE - Recreation Assistants• 0.07 FTE - Camp Lead• 0.10 FTE - Camp Counselors• Seasonal/Officals.

10-465 Recreation3.65 FTE

•0.75 FTE - Director•1.00 FTE - Fee Facility Manager•2.00 FTE - Lead Cashiers•5.00 FTE - Cashiers•2.00 FTE - PT Cashiers•5.00 FTE - Security Guards•3.00 FTE - Maintenance Workers•1.00 FTE - Streets Maintenance Worker•1.00 FTE - Seasonal Parking Attendant•1.00 FTE - Account Clerk-Finance

45-450 Horseshoe Bend21.75 FTE

463-Golf Course Clubhouse•1.00 FTE -Golf Manager•1.00 FTE - Pro Shop Associate•1.35 FTE - Seasonal Pro Shop Associates•1.00 FTE - Food Service Worker•0.40 FTE - Seasonal Food Service Worker•1.54 FTE - Seasonal Cart Service468-Golf Maintenance•1.00 FTE - Superintendent•1.00 FTE - Assistant Superintendent•1.00 FTE - Equipment Supervisor•1.74 FTE - Equipment Operators•1.00 FTE - Irrigation Tech I•1.00 FTE - Pesticide Tech I•1.24 FTE - Seasonal Equip. Operators

55-Golf14.27 FTE


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Community and Recreation Services Administration PURPOSE To develop and coordinate effective and innovative programs and services to enrich the lives of the City’s residents and visitors. DEPARTMENT DESCRIPTION The Community and Recreation Services department is responsible for coordinating services and programs that promote citizen involvement and a strong sense of community while striving to increase the social, cultural, and physical well-being of its residents. DEPARTMENTAL ACTIVITIES

♦ Improve the availability and effectiveness of recreational, athletic, arts and educational services that benefit the entire community.

♦ Support existing community programs and expand as financially feasible. ♦ Explore new innovative ideas and procedures to better meet the community’s changing needs and trends.

Recognize the value and significance of building partnerships to maximize resources while delivering the highest quality of community commitment.

♦ Generate an atmosphere of openness to promote dialogue and communication between the department and the citizens we serve; to develop a quality strategic plan growth in programs, services, and facilities.

GOALS & OBJECTIVES

♦ Provide staff and budget to support existing community & recreational programs and then expand as financially feasible.

♦ Continually improve the availability and effectiveness of recreational, athletic, arts and educational services that benefit the entire community.

♦ Generate an atmosphere of openness to promote dialogue and communication between the department and the citizens we serve.

♦ Explore new innovative ideas and procedures to better meet the community’s changing needs and trends. ♦ Recognize the value and significance of building partnerships to maximize resources while delivering the

highest quality of community commitment. ♦ Provide staff and budget to support the Horseshoe Bend facility to ensure that visitors to Page experience

this location in a safe, memorable way with the highest level of customer satisfaction attainable. ♦ Maintain a great staff in all departments while maintaining a low turnover rate.


o To develop quality strategic plan growth in programs, services, and facilities. o Continue to build partnerships and conversation between clubs, organizations, and agencies, to

leverage resources and aid in the growth of our City. o Continue to apply for grant monies. o Continue activities that promote the arts and provide cultural enrichment for the community. o To enhance our education, recreational, and community programs. o To provide all residents and visitors to our City with safe & beautiful facilities for their use. o Increase awareness of Community & Recreational Services and its programs within the community

via newsletters, Channel 4 City TV, and social media resources. o Ensure that the public receives timely and responsive service from all departments and that the City's

regulatory processes are fairly, efficiently, and courteously administered with a high degree of care for customers.

o Use the City’s library, Sports Complex, parks, and Community Center to promote healthy lifestyles. o Ensure that all staff has the correct tools to continue expanding their work knowledge and work

efficiency. o Allow management to attend workshops, seminars, and conferences on a state and national basis in

order to grow their departments proficiently and to the best of their ability. o Ensure that a successful transition occurs with the Lake Powell National Golf Course back to the City

of Page. o Work with all Boards to continually improve the availability and effectiveness of recreational, athletic,

educational and leisure services that benefit the entire community.


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FY 2018-19 Major Objectives Accomplished o Successfully opened the Horseshoe Bend Parking Lot after hiring staff, establishing financial

reporting and control measures, and creating website information to enhance the visitor experience. o Improved the overall effectiveness and communication among all the CRS departments through

division meetings and interdepartmental programming. o Attended national conferences to improve knowledge of expanding tourism within the City. o Mentored staff on managerial and supervisory skills which helped improved the efficiency of

departments while helping to reduce the turnover rate of employees. o Insured all IGA’s were current and being adhered to. o Received funding for programs, including NACOG congregate meals, Meals on Wheels, and Head

Start programs. o Received additional funding for library programs including teen and after-school events. o Successfully opened the City Skate Park at the John C. Page Memorial Park. o Created partnerships to sponsor many programs and training for staff including other departments. o Finalized the Facility Usage application, policy, and procedure. o Attended IPW Conference to gauge effectiveness of City’s present marketing strategies for tourism.


♦ Personnel costs reduced to splitting expenses with Horseshoe Bend division. ♦ 2101 – Increase for additional printer supplies. ♦ 2402 – Increase for City cell phone instead of stipend. ♦ 2601 – Added for advertising of City community events.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 408-Community and Recreation Services Administration

Personnel 100,047 109,670 114,663 28,548 -75.1% 10-408-1101 Salaries 70,739 79,214 82,267 20,959 -74.5% 10-408-1201 Industrial Insurance 201 193 216 403 86.6% 10-408-1202 Medical Insurance 15,586 15,383 16,443 3,093 -81.2% 10-408-1203 FICA 5,276 5,765 6,029 1,555 -74.2% 10-408-1204 ASRS 8,245 9,115 9,708 2,538 -73.9% Operating 1,639 2,993 2,910 5,030 72.9% 10-408-2101 Operating Supplies 154 719 350 550 57.1% 10-408-2402 Cell Phones 769 768 660 780 18.2% 10-480-2601 Publications and Advertising - - - 2,000 0.0% 10-408-2700 Travel, Meals, and Schools 716 1,506 1,900 1,700 -10.5%

Grand Total 101,686 112,663 117,573 33,578 -71.4%


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Library PURPOSE To provide its patrons with access to quality collections of educational, inspirational, and recreational materials. DEPARTMENT DESCRIPTION The Library is dedicated to the assembly, preservation, and organization of resources from all types of media in a learning and recreational center serving all residents and visitors. It offers each patron an opportunity to seek knowledge, pleasure, personal betterment, and quiet reflection in surroundings dedicated to the pursuit of enlightenment.

DEPARTMENTAL ACTIVITIES ♦ Programming for all ages, including promotional reading contests, maker projects, teen and youth gaming

activities, and adult events and clubs. ♦ Outreach to the community and local businesses and organizations, participating in many civic and

commercial events and programs. ♦ Provide service to the community, educational, personal betterment, and quiet reflection in surroundings

dedicated to the pursuit of enlightenment. ♦ Partnerships with local businesses and organizations, including commercial and educational enterprises, to

increase community awareness and to pursue financial opportunities. GOALS & OBJECTIVES

♦ To strengthen and improve public library services in the City of Page, Coconino County, Navajo Nation, Hopi Reservation, Southern Ute Reservation, and other surrounding communities.

♦ Access and outreach: we provide and promote access to all library services and materials to all library users through both in-house and outreach efforts.

♦ Acquire computer software to enable the library to mine circulation and collection data to determine turnover rates, weeding and to produce reports.

♦ Implement MobileCirc, to assist patrons by streamlining material transactions, off-site library card registration, and inventory.

♦ Rewrite the Policies and Procedures for each division, in accordance with the new Strategic Plan. ♦ Create a Maker Space as part of the proposed renovations of children’s and facilities departments. ♦ To provide on-going professional development training. FY 2019-20 Priorities

o Provide our patrons with access to quality educational, inspirational, and recreational materials. o Encourage financial donations for the improvement and renewal of library services. o Partner with community agencies to give voice to underserved or underrepresented individuals or

groups. o Align with the economic needs of the community to provide services, training and programming to

augment the current endeavors towards workforce development within the City and County. o Develop a five-year Strategic Plan. o Provide Passport services to the community. o Coordinate summer learning opportunities with educators and commercial programs. o Review all current library procedures and policies in order to amend, discard, or create new ones that

reflect current library practices, and to update training manuals. o Participate in state and national conferences to ensure that knowledge and opportunities are being

instilled into our City library. FY 2018-19 Major Objectives Accomplished

o New Community Partners were made to bring in more classes and activities for all ages: Child Care Basics, parenting classes, First Aid and CPR, etc.

o CPR/First Aide Training for new employees including Public Works and Police Department staff. o Provided new checkout items to public, such as pickleball racquets and balls. o Partnership with local businesses to provide prizes for the Adult Summer Reading Program. o Received grant funds to provide programs within the Library and Community Center. o Provided mobile hotspots 24/7 access to the internet with unlimited data on a fast, secure network. The

purpose of the circulation of mobile hotspots is to lessen the gap of the digital divide by providing our patrons with greater access to the internet away from the library.

o Provided quality entertainment and promoted literacy programs using library material and electronic resources.

o Marketed library service adding Instagram to our social media campaign to promote library services.


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♦ Personnel costs decrease due to reduction from 10.35 to 6.41 FTEs. ♦ 2106 – Changed to average of four years of actual expenses. ♦ 2109 – Changed to average of four years of actual expenses. ♦ 2110 – Changed to average of four years of actual expenses. ♦ 2115 – Changed to average of four years of actual expenses. ♦ 2590 – Changed to average of four years of actual expenses. ♦ 2700 – Changed to average of four years of actual expenses. ♦ 2700 – Reduced per City Administration. ♦ 2804 – Reduced per City Administration.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

444-Library

Personnel 356,056 381,025 447,369 313,796 -29.9% 10-444-1101 Salaries 262,058 274,021 323,105 232,842 -27.9% 10-444-1105 Overtime 28 - - - 0.0% 10-444-1201 Industrial Insurance 846 722 850 683 -19.6% 10-444-1202 Medical Insurance 45,754 56,423 61,566 35,378 -42.5% 10-444-1203 FICA 19,627 20,173 23,722 17,263 -27.2% 10-444-1204 ASRS 27,744 29,687 38,126 27,630 -27.5% Operating 79,575 214,426 91,737 75,290 -17.9% 10-444-2101 Operating Supplies 20,663 18,246 18,400 17,800 -3.3% 10-444-2106 Library Material-Audios 4,065 2,123 4,400 3,420 -22.3% 10-444-2108 Library Material-Videos 6,987 7,708 6,000 6,800 13.3% 10-444-2109 Library Material-Books 32,939 30,715 37,000 28,500 -23.0% 10-444-2110 Janitorial Supplies 323 320 700 320 -54.3% 10-444-2111 Internet Equipment

Replacement 850 447 - - 0.0%

10-444-2115 Equipment Repair/ Maintenance

467 1,098 1,300 900 -30.8%

10-444-2119 Office Equipment Leases - 5,610 5,500 6,000 9.1% 10-444-2265 Licensing Fees - - 1,600 1,600 0.0% 10-444-2590 Contract Services 6,668 4,990 9,070 5,700 -37.2% 10-444-2700 Travel, Meals, and Schools 3,162 2,471 3,300 1,500 -54.5% 10-444-2804 Subscriptions/Memberships 3,448 2,778 4,467 2,750 -38.4% 10-444-2835 Retirement/Leave Benefit 4 - - - 0.0% 10-444-2950 Facility Upgrade - 137,920 - - 0.0%

Grand Total

435,631 595,451 539,106 389,086 -27.8%


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Community Center PURPOSE To enhance the quality of life by nutrition, education, fellowship and fun leisure activities. DEPARTMENT DESCRIPTION The Page Community Center was established to provide a place where community members of all ages can meet in a friendly, supportive, and non-judgmental environment that is safe, supervised and substance free. Community members can enhance the quality of their life by nutrition, education, fellowship and leisure activities. DEPARTMENTAL ACTIVITIES

♦ Kitchen staff prepares daily Congregate Meals. ♦ Daily Meals on Wheels delivery to our seniors. ♦ Monthly community field trip. ♦ Lending library, books and DVD’s are available for check out. ♦ Educational opportunities and guest speakers. ♦ Exercise, billiard room, and workshops (crafts, nutrition, etc.). ♦ Specialty rooms for community use. ♦ Computer classes offered to the community at no cost to them.

GOALS & OBJECTIVES

♦ To help build a sense of community and belonging while engaging residents of all ages. ♦ To provide opportunities for social activities, social development, physical fitness, and overall health. ♦ To organize and sponsor community-wide events. ♦ To provide information about community issues, people, and events; refer citizens needing assistance to

appropriate individuals and agencies. ♦ To provide congregate dining and home-delivered meals in the most productive, yet engaging manner, for

all of those seniors in need. FY 2019-20 Priorities

o Provide more opportunities for social activities, education, and social development. o To develop and implement a long-range public relations/marketing plan (via newsletter, Channel 4

City TV, and handouts) designed to increase awareness of Community Services and the programs we offer within the community.

o Hire additional staff to assist with Special Events for the City. o Integrate the City permit and event registration processes into the Community Center. o Continue to seek grants for facility upgrades and programming. o Create more opportunities to involve people in community activities. o Complete a community needs assessment to identify new programs and activities. o Renovate the manager’s office area to be more conducive and assessible. o Expand existing programs to larger facilities to accommodate larger groups, if needed.


o Received additional funds from NACOG for Meals. o Received Grant funding/donations for Meals on Wheels. o Provided space and activities for seniors to be active and healthy. o Continued with cooking classes, yoga, Bingo, and Zumba. o Upgraded facility by adding a pathway to the patio from the Boulevard.


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♦ Increase in personnel costs due to addition of part-time Aides and full-time Manager. ♦ 2101 – Increase for shirts for staff and miscellaneous expenses. ♦ 2115 – Increase to replace sound system and fan in walk-in refrigerator. ♦ 2402 – Increase to add stipend for Manager. ♦ 2590 – Increase to advertising costs. ♦ 2595 – Added for program supplies and equipment.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 410-Community Center

Personnel 82,388 94,396 112,413 217,247 93.3% 10-410-1101 Salaries 63,712 74,571 91,563 162,923 77.9% 10-410-1201 Industrial Insurance 1,555 967 1,420 3,129 120.4% 10-410-1202 Medical Insurance 6,017 6,214 6,887 24,854 260.9% 10-410-1203 FICA 4,801 5,582 6,960 12,078 73.5% 10-410-1204 ASRS 6,303 7,061 5,583 14,263 155.5% Operating 7,905 4,751 9,005 18,215 102.3% 10-410-2101 Operating Supplies 3,306 1,620 2,000 3,000 50.0% 10-410-2115 Equipment Repair/

Maintenance 922 - 2,000 6,500 225.0%

10-410-2119 Office Equipment Leases 2,536 1,934 3,000 3,100 3.3% 10-410-2402 Cell Phones - - 350 960 174.3% 10-410-2590 Contract Services 1,141 1,197 500 1,500 200.0% 10-410-2592 Certificates and Licenses - - 1,155 1,155 0.0% 10-410-2595 Activities Expense - - - 2,000 0.0%

Grand Total

90,293 99,147 121,418 235,462 93.9%


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Parks and Trails Maintenance PURPOSE To provide a safe, clean, and productive environment for City employees and the public who utilize these facilities. DEPARTMENT DESCRIPTION The Parks and Trails Department is responsible for the repair, maintenance and development of City parks, street-side and desert landscaping, facility grounds as well as airport landscaping (outside of air operations areas), trails, cemetery and the Sports Complex's grounds, equipment, all irrigation systems, weed control, snow and ice control on facility walkways, perpetual care of the cemetery, burials, and headstones. DEPARTMENTAL ACTIVITIES

♦ Maintenance of 20 acres of lawns, 3.7 miles of street-side landscaping, 2.7 acres of desert landscaping. ♦ Upkeep of sidewalks adjoining City owned facilities and property, including Elm Street shopping center. ♦ Maintenance and weed control on the City's trail system. ♦ Maintain recreation grounds to play standards (softball, soccer, football).

GOALS & OBJECTIVES

♦ Thorough ongoing inspection and maintenance to ensure the condition and safety of parks and grounds maintenance equipment.

♦ Work with departments to maintain and operate the City Community and Recreation Services (CRS) facilities, in accordance with the needs of the CRS departments and community.

♦ Provide clean and safe parks and grounds. ♦ Provide maintenance workers with the vehicles, tools, and equipment necessary to perform their duties to

the best of their ability. ♦ Ensure the ongoing certification and continual education opportunities are present for all maintenance staff

and management. FY 2019-20 Priorities

o Install new playground equipment in Children’s Park and Sport Complex Annex Park o Upgrades and weed abatement on the City's trail system. o Assist Golf Course with the water retention project along the Rim Trail and the Golf Course. o Provide opportunities for maintenance staff to attend the Playground Maintenance Course (PMC)

for playground safety. o Complete the landscaping and irrigation layout at the City Skate Park. o Aid in the analysis of the potential for a City Disc Golf Course. o Purchase additional vehicle for the use and maintenance of the Parks & Trail system in the City.


o Successfully transitioned Parks and Trails Maintenance Department from Public Works to the CRS Division.

o Assisted in the plan development of the new skate park design. o Supported other Public Works departments with staff and equipment as needed. o Purchased new service truck, trail groomer, Toro Dingo and Gator for use at Horseshoe Bend and

trail maintenance around town. o Installed new shade structures at Sports Complex Park, Sports Complex, and Golliard Park. o Aided in the installation of the Golliard Park ADA restrooms per the NACOG grant.


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♦ 1202 – Increase due to changes in coverage elections. ♦ 2101 – Increase to cover anticipated costs for added parks and features. ♦ 2115 – Increase to cover anticipated costs for added parks and features. ♦ 2600 – Line item moved to Horseshoe Bend. ♦ 2650 – Reduced based on anticipated funding for projects.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

462-Parks and Trails Maintenance

Personnel 237,419 252,617 310,096 334,658 7.9% 10-462-1101 Salaries 165,592 171,045 217,421 227,429 4.6% 10-462-1105 Overtime 3,058 2,206 1,800 1,800 0.0% 10-462-1201 Industrial Insurance 6,902 6,483 10,932 12,057 10.3% 10-462-1202 Medical Insurance 29,565 41,464 43,872 55,035 25.4% 10-462-1203 FICA 12,685 12,636 16,112 16,571 2.8% 10-462-1204 ASRS 19,617 18,784 19,959 21,766 9.1% Operating 137,985 200,004 269,700 78,000 -71.1% 10-462-2101 Operating Supplies 8,310 9,392 8,000 10,000 25.0% 10-462-2102 Uniform Allowance 1,200 1,032 1,500 1,500 0.0% 10-462-2103 Safety Supplies - 402 1,000 1,000 0.0% 10-462-2104 Clothing Allowance 300 400 500 500 0.0% 10-462-2115 Equipment Repair/

Maintenance 4,873 7,017 8,000 10,000 25.0%

10-462-2590 Contract Services 660 2,127 2,200 2,500 13.6% 10-462-2600 Sanitation Facilities/

Services 98,792 166,580 180,000 - -100.0%

10-462-2650 Park & Playground Maintenance

23,318 12,221 66,000 50,000 -24.2%

10-462-2700 Travel, Meals, and Schools

533 834 2,000 2,000 0.0%

10-462-2750 Equipment Rental - - 500 500 0.0%

Grand Total

375,405 452,621 579,796 412,658 -28.8%


98 | P a g e

Recreation PURPOSE To create recreational opportunities for growth and enhancement while striving to increase the social, cultural, and physical well-being of its residents. DEPARTMENT DESCRIPTION The Recreation Department offers a variety of year-round activities, sports, and special events for both the youth and adults in the community of Page. We provide economic benefits by improving the quality of life in the community and helping to attract businesses and residents to Page. The department also provides benefits to individuals by promoting physical fitness and self-improvement opportunities for exercise and being outdoors result in greater physical fitness, and emotional well-being. DEPARTMENTAL ACTIVITIES

♦ Youth sports include soccer, football, basketball, softball/baseball and camps and clinics. ♦ Adult sports include softball. ♦ Community events include the Easter Egg Hunt, Rec Fest, carnivals, 5k and other races/walks.

GOALS & OBJECTIVES

♦ Set priorities and plan for operation and capital improvements. ♦ Support partnerships between Page Unified School District, Little League, other departments and the

community. ♦ Increase participation in all sporting events and activities for youth and adults. ♦ Continually analyze existing programs in order to improve participation and management of activities. ♦ Implement new recreation programs. ♦ Continually promote Safety First within leagues, guidelines, and regulations thereof. ♦ Continually inspect fields, facilities, and equipment to ensure that safety is the number one priority. FY 2019-20 Priorities

o Continue to provide high quality services and recreation programs for the community. o Increase community relations, community involvement and volunteerism. o Offer sports clinics and coaching/referee training for all sporting activities. o Recruit volunteers to create a greater impact and build relationship between community and the

Recreation Department. o Maintain public safety in regard to programs, equipment, and facilities. o Continually update the Recreation policies and procedures. o Provide on-going professional development training for all staff. o Work to find a summer coach to assist with the Summer Youth Basketball Camp. o Participate in citywide events such as the Pickleball Ribbon-Cutting, Page High School College &

Career Readiness Night, and events with the Public Library and Coconino Community College. o Ensure all staff members are 1st Aid/CPR/AED trained. o Ensure all staff members are Food Handlers and/or Food Manager trained.


o Continued with the second year of Rec Fest. o Worked with Page Little League in administering the IGA for the youth softball and baseball

programs and their games which are held at the Sports Complex. o Collaborated with Page High School Soccer to provide a youth league coaches clinic and facilitate

team practices during Super Soccer Saturday. o Collaborated with Page Elks Club to host a soccer kickoff challenge. o Participated in community events, such as school open house, Desert View Health Fair, Page/Lake

Powell Job Fair, Page Attacks Trash, and National Night Out. o Certified Recreation Department, Page Public Library, Page Police Department, and Page Public

Works staff in American Red Cross CPR/AED/First aid. o Participated in customer service and field maintenance professional development. o Utilized the voucher program to reward coaches with free future registrations and assistant

coaches with ½ price vouchers.


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♦ 1202 - Increase due to increasing one Aide from 0.74 to 1.00 FTE. ♦ 1204 – Increase due to increasing one Aide from 0.74 to 1.00 FTE. ♦ 2101 – Decrease due to moving cost of Rec Desk to Information Technology. ♦ 2402 – Increase for additional cell phone. ♦ 2530 – Increase additional events and increased expenses. ♦ 2550 – Increase for Movies in the Park moved from Library. ♦ 2700 – Increase for additional training (Food Manager, Field Maintenance, and Certified Park and

Recreation Professional).

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

465-Recreation

Personnel 126,699 138,010 163,534 204,948 25.3% 10-465-1101 Salaries 104,243 111,591 131,955 150,776 14.3% 10-465-1201 Industrial Insurance 2,929 2,277 6,635 3,654 -44.9% 10-465-1202 Medical Insurance 6,300 6,416 6,682 24,329 264.1% 10-465-1203 FICA 8,056 8,437 10,050 11,148 10.9% 10-465-1204 ASRS 5,171 9,289 8,212 15,041 83.2% Operating 53,977 47,836 77,183 113,019 46.4% 10-465-2101 Operating Supplies 5,406 2,501 6,100 3,160 -48.2% 10-465-2102 Uniform Allowance 393 289 300 300 0.0% 10-465-2105 Janitorial Supplies 136 45 300 300 0.0% 10-465-2115 Equipment Repair/

Maintenance 2,462 8,405 8,000 8,500 6.3%

10-465-2130 Program Expenses 22,015 19,458 31,000 31,000 0.0% 10-465-2402 Cell Phones 1,607 1,510 1,431 2,079 45.3% 10-465-2530 Special Event Promotions 1,831 1,712 3,000 37,100 1136.7% 10-465-2545 Pool Expenses - - - - 0.0% 10-465-2550 Recreation Expenses 4,723 3,883 5,500 8,700 58.2% 10-465-2555 Summer Camps - - 5,000 5,000 0.0% 10-465-2560 Tennis Court Expenses 51 848 2,000 2,000 0.0% 10-465-2565 Concession Supplies/

Equipment 2,826 429 1,000 1,000 0.0%

10-465-2590 Contract Services 8,812 8,184 12,000 12,000 0.0% 10-465-2700 Travel, Meals, and Schools 3,417 147 707 1,035 46.4% 10-465-2804 Subscriptions/Memberships 300 425 845 845 0.0%

Grand Total

180,676 185,846 240,717 317,967 32.1%


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Horseshoe Bend PURPOSE To ensure that all visitors to the Horseshoe Bend facility in Page experience this “bucket-list” item in a safe, memorable way with the highest level of customer satisfaction attainable. DEPARTMENT DESCRIPTION The Horseshoe Bend parking facility gives visitors a safe place to park while enjoying their time visiting this landmark. DEPARTMENTAL ACTIVITIES

♦ The Department staffs the fee booths for the visitors to Horseshoe Bend. ♦ Maintenance crews keep the facility clean, safe and landscape cared for. ♦ Security Staff ensures the safety of all visitors in the parking lot and on the City-side of the trail.

GOALS & OBJECTIVES

♦ Ensure all visitors to Horseshoe Bend have a safe, memorable experience. ♦ Safeguard all funds and ensure that controls for cash handling and deposits are in place and working. ♦ Provide feedback to City Manager, City Attorney and City Council regarding needs, issues and successes

of the Department. FY 2019-20 Priorities

o Maintain a superb level of customer satisfaction. o Continue to ensure that the safety of guests and employees are the top priority. o Train and certify all staff in CPR/1st Aid/ Automated External Defibrillator (AED). o Ensure that the facility is adequately staffed. o Work to optimize the sales for the City. o Foster a relationship with the National Park System so that both entities may maximize their joint

efforts for the enjoyment of all visitors. o Work towards the completion of the final Horseshoe Bend Phase 3.


o Successfully opened the first half of the Horseshoe Bend Parking Lot in April 2019. o Hired fee booth cashiers and an on-site manager to oversee the safety, productivity and logistics of

the Horseshoe Bend location. o Reported good sales data for three months during the FY 2018-19 year. o Hired a Security Staff to ensure the safety of the employees & visitors. o Successfully opened the entire facility in June 2019. o Finished the use of shuttle, as the facility was now able to encapsulate all visitors on-site.


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♦ New fund and division.

Title FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

45-Horseshoe Bend Fund 450-Horseshoe Bend

Expense - - - 2,149,839 0.0% Personnel - - - 1,291,833 0.0%

45-450-1101 Salaries - - - 805,960 0.0% 45-450-1105 Overtime - - - 28,754 0.0% 45-450-1201 Industrial Insurance - - - 42,717 0.0% 45-450-1202 Medical Insurance - - - 257,218 0.0% 45-450-1203 FICA - - - 59,392 0.0% 45-450-1204 ASRS - - - 97,792 0.0%

Operating - - - 858,006 0.0% 45-450-2101 Operating Supplies - - - 8,000 0.0% 45-450-2102 Uniform Allowance - - - 5,400 0.0% 45-450-2110 Janitorial Supplies - - - 4,000 0.0% 45-450-2115 Equipment Repair/

Maintenance - - - 750 0.0%

45-450-2215 Bank Fees - - - 75,000 0.0% 45-450-2402 Cell Phones - - - 660 0.0% 45-450-2590 Contract Services - - - 335,500 0.0% 45-450-2700 Travel, Meals, and Schools - - - 2,000 0.0% 45-450-2850 Facilities Maintenance - - - 100,000 0.0% 45-450-2858 Depreciation Costs - - - 180,000 0.0% 45-450-9601 Publications and

Advertising - - - 7,500 0.0%

45-450-9800 Principal PUE Loan - - - 106,082 0.0% 45-450-9850 Interest PUE Loan - - - 33,114 0.0% Transfer Out - - - 970,000 0.0% 45-450-9715 Transfer To General Fund - - - 215,000 0.0% 45-450-9840 Transfer To Capital Fund - - - 755,000 0.0%

Grand Total

- - - 3,119,839 0.0%


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Golf Course PURPOSE To ensure the Lake Powell National Golf Course is prepared, preserved, and maintained as a major asset of the City and to afford the opportunity to provide enjoyment to its members and guests. DEPARTMENT DESCRIPTION The City of Page resumed control and management of the Lake Powell National Golf Course; the service agreement with Aramark duly ended this fiscal year 2019-20 per the request of the Aramark Corporation. DEPARTMENTAL ACTIVITIES

♦ The golf course exists for the benefit of those individuals desiring to play, learn or compete in the sport of golf.

♦ The Mulligan’s Tavern and Patio provides lunch and bar facilities for those seeking food and beverage.

GOALS & OBJECTIVES ♦ Create opportunities for golfers of all ages to learn, play, compete and enjoy the game of golf. ♦ Provide access to a golf professional for those desiring the opportunity to learn more about playing golf. ♦ Maintain top-notch facilities and grounds to golfers and participants. ♦ Provide diners with great service and fabulous food from the staff at the Mulligan’s Tavern and Patio. ♦ Adequately stock and display the pro shop with golf essentials, fashionable soft lines, and the most state-

of-the-art hard lines. ♦ Be known as a premier golf facility to locals and visitors, alike.

FY 2019-20 Priorities o Ensure that all restaurant and tavern staff are food manager and Training for Intervention

Procedures (TIPS) certified. o Secure funding to work on fixing and/or upgrading the restaurant food equipment. o Continue to work on upgrading the irrigation system, in accordance with the golf superintendent’s

schedule. o Purchase carts, either existing ones from Aramark or via a new lease, at the time of the transition. o Purchase rough mower and fairway mower, either existing ones from Aramark or via a new lease,

at the time of the transition. o Successfully transition all golf course staff and management employees from Aramark to the City of

Page. o Work to expand the golf clientele, season pass holders, and additional tournaments and events. o Work to expand the restaurant capabilities, via extra hours, meals or variety of entrees. o Establish cash handling and Point of Sale controls in accordance with the City of Page financial

guidelines. o Increase advertising and marketing for the golf course.


o Irrigation system upgrade continued. o Received proper notification from Aramark regarding the termination of the Lake Powell National

Golf Course agreement in accordance with their legal responsibility.


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♦ City resumed golf oversight from third-party management company.

Title FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

Fund 10 Fund 55 55-Golf Fund

463-Golf Course Clubhouse - - - 524,694 0.0% Personnel - - - 334,367 0.0% 463-1101 Salaries - - - 249,049 0.0% 463-1201 Industrial Insurance - - - 4,784 0.0% 463-1202 Medical Insurance - - - 39,634 0.0% 463-1203 FICA - - - 18,460 0.0% 463-1204 ASRS - - - 22,440 0.0% Operating - - - 190,327 0.0% 463-2101 Operating Supplies - - - 2,500 0.0% 463-2120 Point of Sale Cost - - - 2,000 0.0% 463-2121 Golf Merchandise - - - 56,731 0.0% 463-2122 Golf Food & Beverage - - - 81,126 0.0% 463-2130 Special Event Expenses - - - 8,000 0.0% 463-2404 Utilities - - - 24,000 0.0% 463-2590 Contract Services - - - 8,500 0.0% 463-2700 Travel, Meals, and Schools - - - 1,200 0.0% 463-2804 Subscriptions/Memberships - - - 1,770 0.0% 463-9601 Publications and

Advertising - - - 4,500 0.0%

468-Golf Course Maintenance 34,328 41,863 41,390 394,214 852.4% Personnel - - - 309,314 0.0% 55-468-1101 Salaries - - - 217,188 0.0% 55-468-1201 Industrial Insurance - - - 4,172 0.0% 55-468-1202 Medical Insurance - - - 45,604 0.0% 55-468-1203 FICA - - - 16,049 0.0% 55-468-1204 ASRS - - - 26,301 0.0% Operating 34,328 41,863 41,390 84,900 105.1% 468-2101 Operating Supplies - - - 8,500 0.0% 468-2103 Agricultural - - - 32,000 0.0% 468-2115 Equipment

Repair/Maintenance - 5,445 13,000 18,000 38.5%

468-2125 Building Repair and Maintenance

8,302 6,641 4,000 4,000 0.0%

468-2126 Carts Repairs and Maintenance

- - - 2,400 0.0%

468-2127 Driving Range - - - 3,500 0.0% 468-2404 Utilities 25,725 29,407 24,000 - 0.0% 468-2590 Contract Services 292 170 220 - 0.0% 468-2601 Fuel - - - 16,500 0.0% 468-2804 Subscriptions/Memberships 9 201 170 - 0.0%

Grand Total

34,328 41,863 41,390 918,908 2220.1%


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Finance

Finance FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund Personnel 356,635 335,930 397,834 409,532 2.9%

441-Human Resource/Risk Management 68,761 37,217 84,119 87,198 3.7% 442-Finance 287,874 298,713 313,715 322,334 2.7%

Operating 546,639 1,499,818 1,940,710 1,764,868 -9.1% 441-Human Resource/Risk Management 467,893 1,433,409 1,853,810 1,620,593 -12.6% 442-Finance 78,746 66,409 86,900 144,275 66.0%

Grand Total 903,273 1,835,748 2,338,544 2,174,400 -7.0%


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Department Performance Measures FY2017


FY2019 Budget

FY2020 Budget

Material weakness(es) identified in audit of financial statements?

No No No No

Significant deficiency(ies) identified that are not considered to be material weaknesses in audit of financial statements?

No No No No

Material weakness(es) identified in audit of federal awards?

No No No No

Significant deficiency(ies) identified that are not considered to be material weaknesses in audit of federal awards?

No No No No

GFOA Certificate of Excellence in Financial Reporting

Yes Yes Yes Yes

GFOA Distinguished Budget Presentation Award

N/A Yes Yes Yes

Number of workshops, assessments, and programs related to wellness, benefits education, and retirement

7 7 7 7

Turnover Rate 19.7% 16.8% Less than 7%

Less than 7%

OSHA reportable injuries (Calendar Year) 18 13 Less than 15

Less than 15

• 1.00 FTE - Finance Director• 1.00 FTE - Finance Analyst• 1.00 FTE - Account Clerk Senior• 1.00 FTE - Account Clerk

10-442 Finance4.00 FTE

• 1.00 FTE - Human Resource Administrator

10-441 Human Resources1.00 FTE


106 | P a g e

Finance PURPOSE To provide excellent financial management and information technology services with integrity, accountability, superior customer service, and low cost. DEPARTMENT DESCRIPTION The City has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the public, including the provision and maintenance of public facilities. Ultimately, the City’s reputation and success will depend on the public's awareness and acceptability of the management and delivery of these services. DEPARTMENTAL ACTIVITIES

♦ Accounts Payable. Process timely and accurate payments to vendors for goods and services rendered to the City.

♦ Accounts Receivable. Generate invoices for services rendered by the City to customers including other governmental agencies and follow up as needed to ensure prompt payment.

♦ Ambulance Billing. Work with third-party biller to ensure timely claims and payment processing for ambulance services provided by the Fire Department.

♦ Budgeting. Plan, oversee, and report all anticipated revenues and expenditures of the City, and compile financial and demographic information into an annual budget book.

♦ Cash receipting and record maintenance. Ensure financial records are in accordance with accounting principles generally accepted in the United States of America known as GAAP.

♦ Customer Service. Committed to providing exceptional customer service. ♦ Debt Management. Provide for the preservation and enhancement of the City’s bond ratings, the

maintenance of adequate debt service reserves, compliance with debt instrument covenants and provisions, and required disclosures to investors, underwriters, and rating agencies, and ensure compliance with public debt laws.

♦ Financial Reporting and Audit Compliance. Maintain financial records that are complete and accurate, and fully cooperates and assists with the completion of annual audits. The result of these efforts can be found in our Comprehensive Annual Financial Reports.

♦ Grants Management and Reporting. Assist City departments in all phases of the grant process including research, application, editing, reporting, monitoring, auditing, and grant closeout.

♦ Investment and cash analysis. Ensure maximum cash availability and reasonable investment yield on the government's cash, and the cash collection function.

♦ Payroll. Work closely with Human Resources and all City departments to ensure timely and accurate payments to City employees, accrual of paid leave hours, and reporting and payment of payroll tax and benefit obligations.

♦ Purchasing. Ensure that all purchases are done in the best interest of the City in compliance with city, state, and federal guidelines.

GOALS & OBJECTIVES

♦ Strive for complete accuracy in financial reporting. ♦ Offer great customer service within the organization. FY 2019-20 Priorities

o Maintain standards of accounting and financial reporting excellence. o Continue to make financial decisions based on a sustainable long-term outlook. o Review and update City policies and procedures, including personnel, purchasing, travel policies. o Implement the Caselle Connect Timekeeping Program City Wide.


o Received Certificate of Achievement for Excellence in Financial Reporting (CAFR) Program award from Government Finance Officers Association.

o Earned a "clean audit opinion" for our FY 2018 audit. o Received the Distinguished Budget Presentation Award for Fiscal Year Beginning 2018. o Provided City Council with a monthly itemized financial report in timely manner. o This fiscal year, we have transferred a total of $9.2 million in cash reserve to put toward the 2011

Series Bond Debt payment for the first call date on July 1, 2021.


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FY 2019-20 BUDGET HIGHLIGHTS Budgetary changes are as follows:

♦ 2116 – Increase due to additional of staff from Horseshoe Bend. ♦ 2590 – Added cost for Grant Writer. ♦ 2700 – Increase due to additional staff from Horseshoe Bend.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

442-Finance

Personnel 287,874 298,713 313,715 322,334 2.7% 10-442-1101 Salaries 200,977 215,662 221,754 232,007 4.6% 10-442-1105 Overtime 37 414 900 900 0.0% 10-442-1201 Industrial Insurance 880 533 583 684 17.3% 10-442-1202 Medical Insurance 47,851 41,431 47,868 43,382 -9.4% 10-442-1203 FICA 14,754 15,786 16,337 17,156 5.0% 10-442-1204 ASRS 23,374 24,886 26,273 28,205 7.4% Operating 78,746 66,409 86,900 144,275 66.0% 10-442-2101 Operating Supplies 4,658 3,679 3,600 4,000 11.1% 10-442-2115 Equipment Repair/

Maintenance - - 1,000 1,000 0.0%

10-442-2116 Office Equipment 203 185 500 1,000 100.0% 10-442-2215 Bank Fees 11,281 9,396 12,700 11,500 -9.4% 10-442-2402 Cell Phones - 196 660 660 0.0% 10-442-2590 Contract Services 59,448 50,316 63,315 118,890 87.8% 10-442-2700 Travel, Meals, and

Schools 2,010 744 3,000 5,000 66.7%

10-442-2803 Over and Short 93 1 50 50 0.0% 10-442-2804 Subscriptions/

Memberships 449 319 525 525 0.0%

10-442-2806 Printing & Binding 604 1,573 1,550 1,650 6.5%

Grand Total

366,620 365,122 400,615 466,609 16.5%


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Human Resources/Risk Management PURPOSE To optimize the City’s largest asset by recruiting, developing, and retaining a workforce that achieves the mission and goals of the organization. To protect the City’s assets against accidental loss in a fiscally responsible manner. DEPARTMENT DESCRIPTION Human Resources is committed to providing exceptional customer service to all City employees and applicants in all aspects of hiring, retirement, compensation, training, and employee relations. The department provides guidance to all City employees on current policies, proposes new policies as necessary, and ensures compliance with all federal and state employment laws. Risk Management protects the City from financial loss outside of the control of the governing body through risk analysis, safety trainings and education, and other loss control measures. DEPARTMENTAL ACTIVITIES

♦ Collaborate with all City departments in the identification of present and future staffing needs. ♦ Comply with applicable laws and best practices regarding the management, retention, and disposal of its

human resources records. ♦ Establish new classification and salaries while also reviewing existing classifications to determine

appropriate placement within City departments. ♦ Assist with establishing and maintaining effective work relationships that contribute to the overall

satisfaction, productivity, motivation, and morale of our workforce. ♦ Partner with the Strategic Planning Teams, elected officials, and department directors to develop effective

training programs for our organization that align with the City’s strategic goals and objectives. ♦ Provide and review quality health insurance, retirement, and voluntary benefits to City employees in a

fiscally responsible manner at the lowest possible cost to the City and our employees. ♦ Review and renew public, property, workers’ compensation, general liability, and health insurance policies. ♦ Promote employee safety on the job and utilize safety standards designed to minimize accident related

losses. GOALS & OBJECTIVES

♦ Providing safety training throughout the organization. ♦ Establish, administer, and effectively communicate sound policies, rules and practices that treat employees

with dignity while maintaining City compliance with employment and labor laws, and City policies. ♦ Efficiently recruit and retain the best-qualified people while recognizing and encouraging diversity in the

City. ♦ Update and maintain the City’s compensation program. ♦ Provide cost effective, benefit programs that enable the City to attract and retain employees. FY 2019-20 Priorities

o Launch NeoGov as our new Performance Evaluation Program o Create new performance evaluation measures. o Continued review and revision of the Personnel Policies and Procedures. o Obtain SHRM Certification for Human Resources Manager o Launch of our first Employee Appreciation Day o Continued monitoring to improve employee morale city wide through proper training o Research and develop a proper pay system that allows the City to recruit top candidates


o Completed our first Performance Evaluation using Performance Pro o Employee training that encourages safety, confidence, and positive impact with the departments o Completed implementation and re-organization of the personnel filing system for Human

Resources o Streamlined orientation process by instituting electronic communication with new hires prior to hire

date o Instituted formal background check policy and procedure


109 | P a g e


♦ 2101 – Increase based on prior years actuals. ♦ 2590 – Increase for specialty legal/counseling services. ♦ 2700 – Increase for SHRM Certification. ♦ 2704 – Increase for travel expenses for trainer to come to Page. ♦ 2750 – Added Federal background checks for all employees. ♦ 2816 – Increase due to higher costs. ♦ 2830 – For unbudgeted salary increases. ♦ 2835 – Reduced amount of additional payment to Public Safety Personnel Retirement unfunded liability.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

441-Human Resource/Risk Management

Personnel 68,761 37,217 84,119 87,198 3.7% 10-441-1101 Salaries 45,560 23,074 55,550 58,000 4.4% 10-441-1105 Overtime 2,383 1,441 - - 0.0% 10-441-1201 Industrial Insurance 137 300 146 170 16.4% 10-441-1202 Medical Insurance 11,517 7,385 17,952 17,907 -0.3% 10-441-1203 FICA 3,572 2,198 3,916 4,097 4.6% 10-441-1204 ASRS 5,590 2,819 6,555 7,024 7.2% Operating 467,893 1,433,409 1,853,810 1,620,593 -12.6% 10-441-2101 Operating Supplies 1,289 1,233 1,000 1,300 30.0%

10-441-2402 Cell Phones 647 537 660 660 0.0% 10-441-2590 Contract Services 83 200 3,000 7,000 133.3% 10-441-2700 Travel, Meals, and Schools 3,385 30 3,500 6,000 71.4% 10-441-2703 Recruitment & Retention 6,278 13,764 13,500 12,000 -11.1% 10-441-2704 Employee Training 48 109 1,500 6,000 300.0% 10-441-2750 Background/Pre-

Employment - - - 10,000 0.0%

10-441-2804 Subscriptions/Memberships 669 361 700 700 0.0% 10-441-2809 Employee Programs 4,623 16,891 13,600 16,100 18.4% 10-441-2815 Employee Safety 4,873 4,516 7,000 7,000 0.0% 10-441-2816 Risk Management 9,578 16,777 30,000 40,000 33.3% 10-441-2820 Unemployment Insurance 8,589 1,037 15,000 15,000 0.0% 10-441-2830 Personnel Compensation - - - 27,053 0.0% 10-441-2835 Retirement/Leave Benefit

Distributions 168,519 1,149,065 1,528,000 1,210,780 -20.8%

10-441-2840 Class & Compensation Study

28,500 - - - 0.0%

10-441-9601 Publications and Advertising

1,459 2,166 3,000 3,000 0.0%

10-441-9850 Liability & Property Insurance

229,354 226,724 233,350 258,000 10.6%

Grand Total

536,654 1,470,626 1,937,929 1,707,791 -11.9%


110 | P a g e


Information Technology FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 455-Information Technology


Grand Total 314,401 560,161 471,659 528,211 12.0%

Information Technology455


111 | P a g e


FY2018 Actual

FY2019 Budget

FY2020 Budget

IT – Televised meetings 24 24 24 24

IT-Server Uptime 99% 99% 99% 99%

IT-System Backup Success 99% 99% 99% 99%

• 1.00 FTE - Information Technology Director• 1.00 FTE - Information Technology Specialist• 1.00 FTE - Information Technology Technican

10-455 Information Technology3.00 FTE


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Information Technology PURPOSE To empower the City to be successful by providing and managing reliable state-of-the-art technologies. DEPARTMENT DESCRIPTION The Information Technology Department collaborates with the departments to provide support for and manage the City’s communication systems, internal and external web services, computer-based hardware and software systems, and programming services to increase the efficiency and effectiveness of the City and provide cost-effective solutions. DEPARTMENTAL ACTIVITIES

♦ Application Development & Support Services. Promote and lead the effective integration of technology into the City’s mission through planning, programming, training, consulting, and other support activities.

♦ Infrastructure Development & Support Services. Facilitate system implementation, development, enhancements, and support. Develop, enhance, and manage the City’s enterprise networks to provide high-speed, transparent, and highly-functional connectivity among all information resources.

♦ Administration. Facilitate the collection, storage, security, and integrity of electronic data while ensuring appropriate access. Develop and maintain highly effective, reliable, secure, and innovative information systems to support administrative and research functions.

DEPARTMENTAL ACTIVITIES

♦ Provide the basis for future information technology capital expenditures through planned end of life scheduling of software and hardware.

♦ Revamp City of Page website. ♦ Provide in-house training resources for IT staff. ♦ Add Statelink to police department vehicles to increase efficiencies. ♦ Remove old city wireless systems from poles and buildings ♦ Simulated backup and disaster recovery exercises. ♦ Provide consulting to Department Directors regarding the potential for relevant Business Technologies.

GOALS & OBJECTIVES

♦ Improve and upgrade systems and equipment to improve connectivity and efficiency. ♦ Update old IT policies to coincide with existing technologies. FY 2019-20 Priorities

o Public Safety digital radio network. o Statelink for police vehicles. o Telephone Line Reconciliation to identify unused services. o Horseshoe Bend. o Golf Course. o Centralized hardware monitor and alert system. o Airport Internal Cameras. o Connectivity to Community Center.


o Council Chambers upgrades with live streaming. o Phone system upgrade to use new connectivity and decrease phone charges. o PD Satellite Office. o Camera system expansion, Airport, Library, Golliard Park and John C. Page Memorial Park. o Full system and network documentation.


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♦ 2115 – Increase based on planned repairs and upgrades. ♦ 2404 – Increase due to increased internet bandwidth for Library and Police Department. ♦ 2590 – Increase for Spillman Consulting.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 455-Information Technology

Personnel 217,768 233,343 248,674 255,977 2.9% 10-455-1101 Salaries 167,323 173,710 179,473 185,103 3.1% 10-455-1105 Overtime 283 78 1,000 1,000 0.0% 10-455-1201 Industrial Insurance 439 434 472 546 15.7% 10-455-1202 Medical Insurance 17,265 26,441 33,156 33,094 -0.2% 10-455-1203 FICA 12,748 12,530 13,277 13,697 3.2% 10-455-1204 ASRS 19,711 20,150 21,296 22,537 5.8% Operating 96,633 326,819 222,985 272,234 22.1% 10-455-2101 Operating Supplies 1,844 1,713 1,200 1,200 0.0% 10-455-2115 Equipment Repair and

Upgrades 30,280 156,416 42,000 50,000 19.0%

10-455-2265 Software Licensing 30,965 129,159 139,465 157,534 13.0% 10-455-2402 Cell Phones 1,974 3,150 2,820 2,820 0.0% 10-455-2404 Utilities 10,622 12,147 16,400 23,880 45.6% 10-455-2590 Contract Services 14,366 18,499 15,100 20,800 37.7% 10-455-2700 Travel, Meals, and Schools 6,580 5,735 6,000 6,000 0.0% 10-455-9720 Grant City Match - - - 10,000 0.0%

Grand Total

314,401 560,161 471,659 528,211 12.0%


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Magistrate

Magistrate FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 443-Magistrate

Personnel 312,749 343,525 368,617 375,838 2.0% Operating 20,123 21,946 58,910 53,910 -8.5%

Grand Total 332,872 365,470 427,527 429,748 0.5%

Magistrate443


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FY2018 Actual

FY2019 Budget

FY2020 Budget

Civil traffic - time to disposition (within 60 days) %

96% 91% 85% 85%

Misdemeanor - time to disposition (within 60 days) %

86% 88% 80% 80%

DUI - time to disposition (within 60 days) %

88% 86% 80% 80%

• 0.63 FTE - Magistrate Judge• 1.00 FTE - Magistrate Court Supervisor• 1.00 FTE - Court Data Clerk• 1.00 FTE - Court Clerk Senior• 1.00 FTE - Court Clerk• 0.82 FTE - Assistant Magistrate

10-443 Magistrate5.45 FTE


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Magistrate PURPOSE To provide professional, fair, efficient, and respectful service to our citizens and guests in the administration of justice. DEPARTMENT DESCRIPTION The Page Magistrate Court is the judicial branch of the City of Page. The Court has authority over civil traffic, criminal traffic, and criminal misdemeanor offenses, as well as, violations of the City Code and Ordinances. In addition, the Magistrate Court Judge has the authority to issue arrest/search warrants, orders of protection, and injunctions against harassment. As part of the Arizona State Court System, the Page Magistrate Court is subject to the authority and administrative supervision of the Arizona Supreme Court. The Page Magistrate Court has legal obligations and reporting responsibilities to the State, as well as to the City of Page. In addition to the Presiding and Assistant Magistrates, the Page Magistrate Court has a Court Administrator and supporting court service specialists for providing the administrative, clerical, scheduling, record-keeping, and reporting functions of the Court. DEPARTMENTAL ACTIVITIES

♦ Judges complete initial hearings, arraignments, sentencing and conduct multiple hearings (orders to show cause, restitution, status), issue arrest/search warrants, orders of protection, injunctions against harassment and preside over jury trials and trials to the Court.

GOALS & OBJECTIVES

♦ The Page Magistrate Court is committed to professionally serve the citizens and guests of Page by administering justice in a fair, efficient, and respectful manner, to enhance public safety and community confidence in our court system.

♦ To continue to maintain current funding levels with existing resources.

FY 2019-20 Priorities o Plan for and fund mandated security improvements for the Court (ballistic window screen for the

courtroom and replacement of office windows with brick construction in the judge/clerks offices). o Continue to utilize AZTEC program (provided by Az Supreme Court) to enforce and increase fine

and restitution payments. o Provide judicial college training for one assistant magistrate judge (a Judicial Collection

Enhancement Fund grant will pay for tuition, housing and per diem expenses). o Continue to execute arrest warrants and enforce delinquent payment agreements. o Complete mandatory continuing education for the judge and clerks, including the annual judicial

conference mandated by the Arizona Supreme Court. o Continue to apply for new grant opportunities. o Comply with all new and continuing obligations imposed by Federal, State, and local laws.

FY 2018-19 Major Objectives Accomplished o Increased functionality of newly remodeled building with updated furniture, intercom, computer

equipment, recording equipment, etc. o Continued payment audits to enforce fine and restitution obligations. o Continued (in-house) education for assistant magistrate judges. o Added ballistic proof windows with grant funds. o Attended the annual judicial conference. o Brought all cases to disposition within the time frames established by the Az Supreme Court.


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♦ 1202 – Increase due to changes in coverage elections.

Title FY2016


FY2018 Budget

FY2019 Budget

% Change

10-General Fund 443-Magistrate

Personnel 312,749 343,525 368,617 375,838 2.0% 10-443-1101 Salaries 240,095 262,914 285,487 285,740 0.1% 10-443-1105 Overtime 4,795 3,995 1,000 1,000 0.0% 10-443-1201 Industrial Insurance 741 697 751 842 12.1% 10-443-1202 Medical Insurance 23,777 30,004 31,932 38,418 20.3% 10-443-1203 FICA 18,650 19,905 21,483 21,437 -0.2% 10-443-1204 ASRS 24,691 26,009 27,964 28,401 1.6% Operating 20,123 21,946 58,910 53,910 -8.5% 10-443-2101 Operating Supplies 4,235 3,523 4,500 4,500 0.0% 10-443-2116 Office Equipment - - 15,000 15,000 0.0% 10-443-2119 Office Equipment Leases 4,585 2,145 2,400 2,400 0.0% 10-443-2402 Cell Phones 647 648 660 660 0.0% 10-443-2590 Contract Services 9,341 12,883 30,000 25,000 -16.7% 10-443-2700 Travel, Meals, and Schools 648 2,064 5,000 5,000 0.0% 10-443-2804 Subscriptions/Memberships 667 682 1,350 1,350 0.0%

Grand Total 332,872 365,470 427,527 429,748 0.5%


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Public Safety/Police

Police Department FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund Public Safety-Police

Personnel 2,473,767 2,735,244 3,134,669 3,281,586 4.7% 420-Police Department Administration 246,747 236,736 310,088 332,392 7.2% 421-Patrol 1,474,812 1,757,482 1,991,525 2,003,779 0.6% 422-Communications 386,893 371,365 445,873 577,586 29.5% 426-Investigations 365,315 369,661 387,183 367,829 -5.0%

Operating 325,016 324,480 304,177 332,334 9.3% 420-Police Department Administration 31,676 36,151 34,175 50,363 47.4% 421-Patrol 219,678 222,641 206,298 210,295 1.9% 422-Communications 32,362 22,252 24,176 31,336 29.6% 426-Investigations 41,301 43,436 39,529 40,340 2.1%

Grand Total 2,798,784 3,059,723 3,438,846 3,613,920 5.1%

Police Department Administration

420

Patrol421

Communications422

Investigations426


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FY2019 Budget

FY2020 Budget

Yearly call volume 53,510 Not available 51,500 54,000

Admin calls for services (calls not through dispatch)

46,088 Not available 21,150 46,500

9-1-1 calls for services 7,422 Not available 8,000 8,000

911 calls answered in less than 10 seconds

89% Not available 90% 90%

• 1.00 FTE - Chief of Police• 1.00 FTE - Executive Management Assistant• 2.00 FTE - Records Clerks

10-420 Police Administration4.00 FTE

• 1.00 FTE - Patrol Lieutenant• 3.00 FTE - Sergeants• 15.00 FTE - Patrol Officers• 1.00 FTE - Animal Control Officer• 1.00 FTE - School Resource Officer• 0.25 FTE - Reserve Patrol Officer

10-421 Patrol21.25 FTE

• 1.00 FTE - Dispatch Supervisor• 8.33 FTE - Communication Specialists

10-422 Communications9.33 FTE

• 1.00 FTE - Support Lieutenant• 1.00 FTE - Sergeant• 1.00 FTE - Detective• 1.00 FTE - Evidence Technician

10-426 Investigations4.00 FTE


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Police Administration PURPOSE To provide leadership and administrative services in support of our operational missions. DEPARTMENT DESCRIPTION Police Administration provides the overall administrative leadership and supervision necessary to sustain an innovative, forward-thinking police workforce dedicated to excellence and professionalism. We are committed to reducing crime, fear, and disorder in the community using modern tactics, relevant training, and maintaining a robust community policing philosophy. DEPARTMENTAL ACTIVITIES

♦ Oversee daily operations. ♦ Analyze processes in order to improve efficiency ♦ Create regional public safety partnerships. ♦ Participate in Regional, State, Federal County, and Navajo Nation Law Enforcement meetings. ♦ Implement pro-active crime control strategies focusing on the prolific offender. ♦ Maintain fiscal responsibility. ♦ Protect the lives and property of our community.

GOALS & OBJECTIVES

♦ Utilize efficient and effective strategies and processes within the organization. ♦ Implement Data-Driven Crime Prevention strategies, utilizing smart police initiatives. ♦ Promote and mentor staff to achieve high standards of service. ♦ Create community partnerships. ♦ Reduce the fear of crime in the community. ♦ Use Problem Oriented Policing Strategies. FY 2019-2020 Priorities

o Achieve agency accreditation through Arizona Association of Chiefs of Police (AACOP) o Complete and implement a Policy and Procedures Manual (ongoing). o Establish partnerships to address the downtown intoxication problem o Continue to participate in community events such as National Night Out, Ask the Chief, and other

community-oriented programs. o Maintain partnership with Page School District (PUSD) to provide a school resource officer. o Create an annual report for the police department. o Update the police strategic plan. o Seek additional funding sources for equipment (e.g. grants). o Obtain and implement AZTraCs software in patrol vehicles in order to improve efficiency while

investigating traffic accidents and during traffic/pedestrian stops o Continue employee recognition/awards programs. o Continue organization-wide meetings. o Begin process to transition from a Summary Reporting System to National Incident Based

Reporting System (NIBRS) for our Uniformed Crime Reporting. o Work to improve our communication system hardware in order to become P25 compliant and

prepare for statewide implementation of 700 Mhz system FY 2018-19 Major Objectives Accomplished

o Continue to remain fiscally responsible. o Utilized Incident Command System/National Incident Management System on significant events. o Participated in listed Community Policing events. o Established an emergency operation plan through Coconino County Emergency Management. o Trained five new phlebotomists which will enhance DUI convictions.


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♦ 1202 – Increase due to changes in coverage elections. ♦ 1204 – Decrease due to no longer needing to pay Alternative Contribution Rate to Arizona State

Retirement. ♦ 1206 – Increase due to budgeting cost at higher rate. ♦ 2101 – Increase to account for additional supplies needed for substation. ♦ 2780 – Increase for additional events. ♦ 2804 – Increase for Lexipol Membership and update services.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 420-Police Department Administration

Personnel 246,747 236,736 310,088 332,392 7.2% 10-420-1101 Salaries 161,831 156,686 199,694 213,962 7.1% 10-420-1105 Overtime 8,228 7,514 7,000 7,000 0.0% 10-420-1201 Industrial Insurance 3,762 3,228 4,126 4,631 12.2% 10-420-1202 Medical Insurance 19,000 16,382 38,745 49,632 28.1% 10-420-1203 FICA 13,172 12,491 15,205 16,001 5.2% 10-420-1204 ASRS 20,051 19,047 24,390 14,225 -41.7% 10-420-1206 PSPRS 20,703 21,389 20,928 26,941 28.7% Operating 31,676 36,151 34,175 50,363 47.4% 10-420-2101 Operating Supplies 14,827 20,054 10,400 14,200 36.5% 10-420-2102 Uniform Allowance - - - 1,200 0.0% 10-420-2402 Cell Phones 935 1,383 1,320 1,320 0.0% 10-420-2700 Travel, Meals, and Schools 7,568 9,310 11,500 10,500 -8.7% 10-420-2780 Special Events 5,272 4,048 2,500 4,000 60.0% 10-420-2804 Subscriptions/Memberships 3,074 1,356 8,455 19,143 126.4%

Grand Total 278,422 272,887 344,263 382,755 11.2%


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Patrol PURPOSE To provide police first response capability to our community. DEPARTMENT DESCRIPTION The Patrol Division provides the day-to-day police service and serves as our agency first response to criminal activity in an effort to reduce crime, fear, and disorder in the community. DEPARTMENTAL ACTIVITIES

♦ Emergency response to 911 and non-emergency calls for service ♦ Traffic enforcement and accident investigation ♦ Service of search and arrest warrants ♦ Crime prevention ♦ Animal control ♦ Security checks ♦ Police K-9 ♦ Parking control ♦ Community Oriented Policing

GOALS & OBJECTIVES

♦ Improve reporting efficiency ♦ Become more proactive rather than reactive in relation to crime prevention. ♦ Promote police conduct that is responsive and sensitive to the needs of the community. ♦ Develop strategies to recruit/retain employees, enhance employee satisfaction and staff development. ♦ Use problem solving efforts to address longer term community problems ♦ Operate using our community oriented policing philosophy. FY 2019-20 Priorities

o Upgrade the police patrol fleet o Improve mobile data terminal use efficiency (In-car report writing capability) o Establish an improved patrol staffing system o Fill open police officer positions with capable candidates o Decrease drug activity o Maintain and strengthen partnerships with other agencies o Maintain partnership with Page Unified School District to continue our School Resource Officer

program. o Strengthen relationships within the community o Continue our ongoing efforts to promote positive interactions with all stakeholders. o Add a part-time Animal Control position. o Upgrade departmental long guns and less than lethal capabilities.


o Implemented smart police initiatives in an effort to improve efficiencies. o Maintained partnerships with other agencies o Installed mobile data terminals in patrol units. o Partnered with other agencies in multi-agency drug investigations o Maintained a “No Kill” Animal Shelter o Partnered with State and Federal law enforcement entities for training and major investigations. o Filled vacant sergeant position with experienced candidate. o Upgraded Departmental handguns.


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♦ 1206 – Decrease due to lower contribution rate. ♦ 2101 – Decrease due to removal of tactical gear costs. ♦ 2115 – Added costs for firearm upgrade. ♦ 2402 – Increase due to higher service costs. ♦ 2590 – Lexipol costs moved to Police Administration.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

421-Patrol

Personnel 1,474,812 1,757,482 1,991,525 2,003,779 0.6% 10-421-1101 Salaries 807,717 982,782 1,117,208 1,181,085 5.7% 10-421-1105 Overtime 118,372 111,033 106,500 106,500 0.0% 10-421-1201 Industrial Insurance 31,818 29,325 44,208 53,323 20.6% 10-421-1202 Medical Insurance 154,510 174,254 234,479 238,741 1.8% 10-421-1203 FICA 70,800 82,057 90,010 94,597 5.1% 10-421-1204 ASRS 13,353 4,481 4,662 4,895 5.0% 10-421-1206 PSPRS 278,242 373,549 394,458 324,638 -17.7%

Operating 219,678 222,641 206,298 210,295 1.9% 10-421-2101 Operating Supplies 31,547 54,310 36,426 19,306 -47.0% 10-421-2102 Uniform Allowance 21,213 32,842 30,353 29,176 -3.9% 10-421-2115 Equipment Repair/

Maintenance 59,141 37,869 20,500 42,183 105.8%

10-421-2119 Office Equipment Leases 10,617 8,140 9,440 9,440 0.0% 10-421-2402 Cell Phones 10,204 11,211 10,440 15,840 51.7% 10-421-2590 Contract Services 23,341 28,669 37,471 26,546 -29.2% 10-421-2700 Travel, Meals, and Schools 12,285 25,313 38,000 42,686 12.3% 10-421-2705 Program Expenses 2,369 10,637 10,000 11,450 14.5% 10-421-2750 K-9 Expense - 9,783 7,875 7,875 0.0% 10-421-2804 Subscriptions/Memberships 3,271 280 863 863 0.0% 10-421-2806 Printing & Binding 528 3,502 2,930 2,930 0.0% 10-421-2825 Firearms Range Expenses 1,145 84 2,000 2,000 0.0% 10-421-2900 Computer/I.T. 44,016 - - - 0.0%

Grand Total

1,694,491 1,980,122 2,197,823 2,214,074 0.7%


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Communications PURPOSE To serve as the direct link between citizens and emergency response services. DEPARTMENT DESCRIPTION The Page Communications Center operates 24 hours a day, 7 days a week. It is a 9-1-1, Phase II (capable of receiving the latitude and longitude of a cell phone caller), Public Safety Answering Point (PSAP). Serving the City of Page and primarily dispatch for the Page Police Department, the Page Fire Department, and the Greenehaven Fire Department. Serve as the 9-1-1 answering point for the communities surrounding Page in Northern Arizona and Southern Utah, the Glen Canyon National Recreation Area, Lake Powell, and the adjacent Navajo Reservation. DEPARTMENTAL ACTIVITIES

♦ Answer 9-1-1 and other non-emergency calls for service and provide communications support for police and fire field operations.

♦ Monitor multiple radio frequencies and dispatch calls to Police and Fire/EMS. ♦ Access local, state, and federal databases assign case numbers, and track officer/firefighter activities in the

field. GOALS & OBJECTIVES

♦ Serve the area with efficiency, professionalism, and compassion to all responders, citizens, and visitors. ♦ Enhance employee satisfaction and staff development by providing essential training and a quality work

environment to all the dispatchers. ♦ Improve the quality and dependability of the radio system currently in use allowing for enhanced

communication between users. FY 2019-20 Priorities

o Work to implement our digital communication system. o Become fully staffed. o Send new dispatcher(s) to attend and graduate from the Western Arizona Law Enforcement

Training Academy (WALETA). o Increase in training opportunities. o Establish an Arizona Criminal Justice Information System (ACJIS) interface between Spillman

Computer Aided Design and Mobile system for officers FY 2018-19 Major Objectives Accomplished

o Four dispatchers successfully completed the Western Arizona Law Enforcement Training Academy (WALETA) dispatch academy.


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♦ Personnel costs increase due to addition of 2.00 FTE Communication Specialists. ♦ 2590 – Increase to add AZDPS I.T. Bureau ♦ 2700 – Increase to add Public Safety Answering Point Manager Training.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 422-Communications

Personnel 386,893 371,365 445,873 577,586 29.5% 10-422-1101 Salaries 259,513 244,894 294,974 380,989 29.2% 10-422-1105 Overtime 16,654 26,293 10,000 16,000 60.0% 10-422-1201 Industrial Insurance 862 729 776 1,165 50.1% 10-422-1202 Medical Insurance 56,837 48,368 82,147 106,321 29.4% 10-422-1203 FICA 20,677 19,880 21,989 28,426 29.3% 10-422-1204 ASRS 32,350 31,202 35,987 44,685 24.2% Operating 32,362 22,252 24,176 31,336 29.6% 10-422-2101 Operating Supplies 2,991 2,140 3,200 3,200 0.0% 10-422-2102 Uniform Allowance 197 323 650 650 0.0%

10-422-2115 Equipment Repair/ Maintenance

1,834 3,089 3,500 3,500 0.0%

10-422-2119 Office Equipment Leases 1,743 1,516 2,000 2,360 18.0% 10-422-2402 Cell Phones 1,932 1,560 3,486 3,486 0.0% 10-422-2590 Contract Services 6,928 8,000 4,080 8,880 117.6% 10-422-2700 Travel, Meals, and Schools 11,523 5,326 6,500 8,500 30.8% 10-422-2804 Subscriptions/Memberships 368 299 760 760 0.0% 10-422-2825 GIS 777 - - - 0.0% 10-422-2900 Computer/I.T. 4,069 - - - 0.0%

Grand Total 419,255 393,617 470,049 608,922 29.5%


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Investigations PURPOSE To serve as the investigative component of the Police Department. DEPARTMENT DESCRIPTION The Criminal Investigations Division is tasked with conducting complete, thorough, and comprehensive investigations into all complex crimes, such as sex crimes, homicides, crimes against children and major property crimes, within the City of Page. These investigations include crime scene investigation, evidence collection, victim/witness/suspect interviews, case preparation and presentation to grand juries, attorneys, and courts. DEPARTMENTAL ACTIVITIES

♦ Gather facts and evidence of criminal activity. Conduct interviews and obtain statements from victims, witnesses, and suspects of alleged crimes.

♦ Collect, package and preserve physical evidence. ♦ Preparation and execution of search warrants. ♦ Testify in the court of appropriate jurisdiction regarding investigative activities. ♦ Maintain the department evidence room using current best practice protocols

GOALS & OBJECTIVES

♦ Continually strive to meet the ever-changing investigative needs of the Police Department ♦ Seek training that will continue to increase investigative capabilities ♦ Develop and maintain excellent working relations with all other law enforcement and prosecutorial

agencies, residents, businesses, and other relevant partner organizations. ♦ Foster interagency cooperation and maintain communication skills under adverse conditions. FY 2019-20 Priorities

o Continue to provide needed investigative and evidence related training to members of this division. o Upgrade 3D FARO scanner software. o Upgrade surveillance equipment. o Enhance Evidence Technician field response capabilities. o Add a Detective position.


o Attended multiple training and conferences. o Purchased new evidence drying cabinet. o Completed evidence room audit.


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♦ 1202 – Decrease due to changes in coverage elections. ♦ 1206 – Decrease due to lower contribution rate. ♦ 2115 – Decrease due to removal of Self-Contained Breathing Apparatus and HAZMAT Suit. ♦ 2590 – Increase to add AZ Medical Waste expense.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

426-Investigations

Personnel 365,315 369,661 387,183 367,829 -5.0% 10-426-1101 Salaries 217,660 217,689 226,015 229,941 1.7% 10-426-1105 Overtime 7,748 8,506 13,000 13,000 0.0% 10-426-1201 Industrial Insurance 5,943 6,312 7,558 8,567 13.4% 10-426-1202 Medical Insurance 48,122 46,423 52,010 40,498 -22.1% 10-426-1203 FICA 16,916 16,436 17,482 17,988 2.9% 10-426-1204 ASRS 4,052 4,257 4,662 4,701 0.8% 10-426-1206 PSPRS 64,874 70,038 66,456 53,134 -20.0% Operating 41,301 43,436 39,529 40,340 2.1% 10-426-2101 Operating Supplies 6,066 1,953 3,500 3,500 0.0% 10-426-2102 Uniform Allowance 3,544 2,292 2,820 2,800 -0.7% 10-426-2115 Equipment Repair/

Maintenance 10,650 9,238 3,704 500 -86.5%

10-426-2119 Office Equipment Leases 34 2,885 3,495 3,495 0.0% 10-426-2190 Investigations 50 387 2,000 2,000 0.0% 10-426-2402 Cell Phones 1,823 1,854 1,980 1,980 0.0% 10-426-2590 Contract Services 4,460 3,616 4,000 6,950 73.8% 10-426-2700 Travel, Meals, and Schools 6,944 13,113 8,500 9,500 11.8% 10-426-2710 Silent Witness 4,000 3,000 3,000 3,000 0.0% 10-426-2804 Subscriptions/Memberships 2,477 2,876 3,382 3,382 0.0% 10-426-2806 Printing & Binding 1,254 2,223 3,148 3,233 2.7%

Grand Total

406,616 413,097 426,712 408,169 -4.3%


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Public Safety/Fire

Fire Department FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 427-Fire Department

Personnel 1,421,398 1,580,300 1,895,695 1,941,782 2.4% Operating 301,021 313,072 356,960 391,864 9.8%

Grand Total 1,722,419 1,893,371 2,252,655 2,333,646 3.6%

Fire Department427


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FY2019 Budget

FY2020 Budget

Average emergency response time

4:31 4:27 less than 5:00 less than 5:00

Firefighters per 1,000 population 2.24 2.38 2.60 2.50

Total number of emergency medical incident calls

1,475 1,495 1,500 1,500+

• 1.00 FTE - Fire Chief• 1.00 FTE - Administrative Assistant• 3.00 FTE - Captains• 3.00 FTE - Engineers• 12.00 FTE - Firefighters/EMT's• 1.00 FTE - Fire/EMT Reserves

10-427 Fire Department21.00 FTE


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Fire PURPOSE To provide for the safety and welfare of the public through preservation of life, property, and the environment. DEPARTMENT DESCRIPTION The Page Fire Department (PFD) is an all hazards, combination Fire/EMS department providing services 24 hours a day, 7 days a week. Three shifts of six employees are on duty working a 48 / 96-hour schedule. These crews are cross trained to provide fire, emergency medical services, vehicle extrication, hazmat, search and rescue, canyon rescues, waterway fire/rescue and assistance of varying degrees to the citizens of Page and our surrounding communities. Firefighters are also trained in Aircraft Rescue Firefighting as mandated by the FAA for the Page Airport. Additionally, prevention activities include fire inspections and preplans for local businesses and new commercial construction, fire hydrant testing and hazmat inspections. DEPARTMENTAL ACTIVITIES

♦ Provide effective and efficient service delivery for fire, emergency medical, hazardous material, and technical rescue responses within the City and surrounding regions.

♦ Provide the firefighting and emergency medical training necessary to ensure that all firefighters have the essential knowledge and skills needed to provide professional and high-quality services to the citizens we serve in as safe a manner as possible.

♦ Provide long range interfacility transport services by ambulance. ♦ Provides standby and maintenance service at the City of Page Airport. ♦ Review plans and conducts commercial business and new construction fire inspections. ♦ Community activities include: station tours, community open houses, and fire prevention presentations;

staff participates in the Easter Egg Hunt, Library Cook Out, and Shop with a Cop or Firefighter events; and the department provide standby services at local football games and rodeos.

GOALS & OBJECTIVES ♦ Improve interagency partnerships through collaborative training for joint emergency situations. ♦ Provide excellent Fire/EMS services to the customers we serve by increasing employee training. ♦ Implement the new Reserve Program with more focus on recruitment. ♦ Implement the Fire Cadet Program with cooperation from Page High School. ♦ Increase public relations and community involvement through media announcements and community

events. ♦ Certify three members of the department as Live Fire Instructors to enhance our inhouse training

capabilities. ♦ Implement a department sponsored EMT class with Coconino Community College or Wizard Education.


o Continually improve internal communications through bi-annual department meetings and regular administrative staff meetings

o Continually improve our training capabilities for reserve program recruitment and retention. o Increase employee training and knowledge by utilizing all resources both within our agency and

outside our agency. o Increase utilization of ERS (Emergency Reporting System) for better data management,

equipment/maintenance tracking, and statistics. o Seek grant funds to assist with upgrading department equipment for coming budget cycles.


o Responded to 2,787 Calls for Service in 2018. o Had 1,762 emergency calls for service – a 3.4% decrease from 2017. Average response time to

those calls was 5:05 minutes. o Fought 34 fires – Building fires, mobile homes, vehicles, recreational vehicles, boats, trash,

vegetation. o Using Medic 20, our long-range transport ambulance, Page Fire Department provided 36 medically

necessary inter-facility long range transports. o Inspected 581 fire hydrants. o Improved interagency partnerships through collaborative training for joint emergency situations. o Implemented the Fire Explorer Program with cooperation from Page High School. o Revamped our Reserve Program with a stronger focus on recruitment.


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o Increased public relations and community involvement through media announcements, our website, and community events.

o Hosted an Emergency Medical Services and Fire Open House. o Provided Emergency Planning and Disaster Recovery informational material packets for the public

at two PFD Open Houses, and several other community events. o Transitioned to a fully electronic fire inspection program through ERS. o Flow tested and inspected 581 fire hydrants. o Successfully completed Federal Aviation Administration inspections with monthly required training

and will complete our annual live fire burn in Dallas TX. o One employee attended the 40-hour basic Aircraft Rescue Firefighting class in Dallas TX. o Increased personal development and leadership training among all members with emphasis on

senior staff. o Completed monthly department reports and summarized in an annual department report.


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♦ 1201 – Increase in worker comp rates. ♦ 2106 – Increase due to rising cost of specialty equipment. ♦ 2450 – Increase to replace outdated equipment. ♦ 2950 – Increase to expand outreach program.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 427-Fire Department

Personnel 1,421,398 1,580,300 1,895,695 1,941,782 2.4% 10-427-1101 Salaries 830,711 915,371 1,079,680 1,099,508 1.8% 10-427-1102 Salaries-Volunteers/Reserves 12,539 24,464 32,320 32,000 -1.0% 10-427-1103 Transport Salaries 23,323 22,654 54,000 54,000 0.0% 10-427-1105 Overtime 99,478 102,799 104,500 104,500 0.0% 10-427-1201 Industrial Insurance 61,796 70,382 82,603 100,850 22.1% 10-427-1202 Medical Insurance 176,173 190,757 204,916 228,330 11.4% 10-427-1203 FICA 72,624 78,392 94,146 95,078 1.0% 10-427-1204 ASRS 5,319 4,450 5,917 5,140 -13.1% 10-427-1206 PSPRS 139,436 171,032 237,613 222,376 -6.4% Operating 301,021 313,072 356,960 391,864 9.8%

10-427-2101 Operating Supplies 23,139 20,675 21,500 24,000 11.6% 10-427-2102 Uniform Allowance 16,012 16,978 20,000 20,000 0.0% 10-427-2104 Rescue Supplies - 2,603 5,000 5,000 0.0% 10-427-2106 Rescue Equipment 5,013 4,265 5,000 7,000 40.0% 10-427-2115 Equipment Repair/Maintenance 34,076 37,439 40,000 40,000 0.0% 10-427-2119 Office Equipment Leases 2,762 2,121 3,000 3,000 0.0% 10-427-2226 Turnout Replacement 12,148 13,510 14,000 16,500 17.9% 10-427-2402 Cell Phones 4,779 4,701 9,000 9,000 0.0% 10-427-2450 Safety Supplies 3,169 7,440 3,300 5,000 51.5% 10-427-2480 Fire Training Grounds 584 799 3,000 3,000 0.0% 10-427-2590 Contract Services 105,112 108,772 114,000 125,400 10.0% 10-427-2595 Medical Supplies 42,080 40,356 40,000 45,000 12.5% 10-427-2600 Interfacility Transport Expense 1,550 1,667 2,000 2,000 0.0% 10-427-2650 Radio Tower Rent 9,056 9,800 10,050 10,854 8.0% 10-427-2700 Travel, Meals and Schools 30,850 31,092 52,000 60,000 15.4% 10-427-2804 Subscriptions/Memberships 2,896 2,749 3,610 3,610 0.0% 10-427-2875 SCBA Cylinders - 3,333 4,000 4,000 0.0% 10-427-2900 Fire Hose Replacement 3,902 1,306 4,000 4,000 0.0% 10-427-2950 Fire Prevention Education 3,894 3,465 3,500 4,500 28.6%

Grand Total 1,722,419 1,893,371 2,252,655 2,333,646 3.6%


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Public Works

Public Works FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund 863,137 1,122,561 1,258,461 1,490,865 18.5% Personnel 622,303 827,895 918,561 1,069,165 16.4%

448-Central Garage 125,647 126,693 131,625 134,827 2.4% 457-Buildings Maintenance 147,345 177,916 192,693 204,612 6.2% 460-Public Works Administration 349,311 523,286 594,243 667,962 12.4% 415-Corrals - - - 61,764 0.0%

Operating 240,833 294,667 339,900 421,700 24.1% 448-Central Garage 137,346 159,977 159,200 164,900 3.6% 457-Buildings Maintenance 93,336 132,199 133,600 172,700 29.3% 460-Public Works Administration 10,152 2,491 47,100 47,100 0.0% 415-Corrals - - - 37,000 0.0%

15-Highway User Revenue Fund 253,309 1,302,650 3,275,400 1,055,400 -67.8%

Expense 174,503 710,690 220,400 920,400 317.6% Personnel 23 - - - 0.0% Operating 174,480 710,690 220,400 920,400 317.6%

Transfer Out 78,806 591,960 3,055,000 135,000 -95.6% 46-Airport Fund 376,214 334,833 506,792 1,319,088 160.3%

Expense 177,672 113,337 201,792 387,713 92.1% Personnel 62,275 1,931 20,592 79,913 288.1% Operating 115,397 111,406 181,200 307,800 69.9%

Transfer Out 198,542 221,496 305,000 931,375 205.4% 57-Cemetery 21,957 14,866 66,300 146,300 120.7%

Expense 6,117 14,866 11,300 21,300 88.5% Operating 6,117 14,866 11,300 21,300 88.5%

Transfer Out 15,840 - 55,000 125,000 127.3%

Grand Total 1,514,616 2,774,911 5,106,953 4,011,653 -21.4%


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FY2018 Actual

FY2019 Budget

FY2020 Budget

Maintain building assessment inspection scores above 80% in City facilities

NA 75% 80% 80%

Annual evaluation of roadways completed

NA Yes Yes Yes

Average mileage between maintenance of City fleet

NA 5,000 5,000 5,000

• 1.00 FTE - Public Works Director• 1.00 FTE - Public Works Manager• 1.00 FTE - Officer Manager• 1.00 FTE - Streets Supervisor• 3.00 FTE - Streets Maintenance Workers• 2.24 FTE - Seasonal Street Maintenance Workers

10-460 Public Works Administration8.25 FTE

• 1.00 FTE - Lead Maintenance Worker• 2.00 FTE - Maintenance Workers• 1.00 FTE - Custodian

10-457 Building Maintenance4.00 FTE

• 1.00 FTE - Heavy Equipment Technician• 1.00 FTE - Auto Technician

10-448 Central Garage2.00 FTE

• 0.00 FTE

15-459 Highway User/Street Maintenance0.00 FTE

• 0.00 FTE

57-456 Perpetual Care/Cemetery0.00 FTE

• 0.49 FTE - Administative Assistant• 1.00 FTE - Maintenance Worker

46-489 Airport1.49 FTE

• 1.00 FTE - Maintenance Workers

10-415 Corrals1.00 FTE


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Public Works Administration PURPOSE To provide oversight of street maintenance, storm sewer, park and cemetery maintenance, airport maintenance and the operation of all city owned facilities. DEPARTMENT DESCRIPTION Public Works Administration is to account for administrative costs in public works administration and street personnel. The Public Works Department provides a variety of services to the City departments and the community. The division is divided into five work units: Administration, Streets, Building Maintenance, and Central Garage. DEPARTMENTAL ACTIVITIES

♦ Preparation of construction plans, specifications, and contracts. ♦ Presenting information on projects to the City Council, community, and other agencies. ♦ Oversight of the bidding process and contract administration. ♦ Develop and maintain City mapping system. ♦ Develop and maintain City’s infrastructure maintenance records.

GOALS & OBJECTIVES

♦ Maximize funds through effective infrastructure analysis and management. FY 2019-20 Priorities

o Develop storm water management design for southside drainage. o Develop Pavement Maintenance Policy and Program o Create a multi-year Capital Improvement Plan for maintaining and extending the life of the City’s

infrastructure. o Develop and implement plans for city streets maintenance. o Increase staff FTE’s for improved service levels


o Supported needs of other city wider departments. o Develop plan to address deferred maintenance on City facilities and equipment.


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♦ Increase in Personnel Costs due to addition of 1.00 FTE Streets Maintenance Worker position.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund 460-Public Works Administration

Personnel 349,311 523,286 594,243 667,962 12.4% 10-460-1101 Salaries 225,709 357,661 416,533 456,649 9.6% 10-460-1105 Overtime 1,502 3,490 1,800 2,300 27.8% 10-460-1201 Industrial Insurance 33,261 34,984 41,648 48,414 16.2% 10-460-1202 Medical Insurance 45,490 62,773 63,379 80,854 27.6% 10-460-1203 FICA 16,909 26,403 31,091 33,850 8.9% 10-460-1204 ASRS 26,441 37,975 39,792 45,895 15.3% Operating 10,152 2,491 47,100 47,100 0.0% 10-460-2101 Operating Supplies 10,152 2,385 4,400 4,400 0.0% 10-460-2119 Office Equip Leases - - 1,500 1,500 0.0% 10-460-2590 Contract Services - 28 40,000 40,000 0.0% 10-460-2700 Travel, Meals & Schools - 78 1,200 1,200 0.0%

Grand Total 359,463 525,777 641,343 715,062 11.5%


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Building Maintenance

PURPOSE To provide a safe, clean, and productive environment for City employees and the public who utilize these facilities. DEPARTMENT DESCRIPTION The Building Maintenance Department is responsible for the repair and maintenance of all City facilities, include electrical, carpentry, painting, plumbing, HVAC, security control and janitorial services. The Building Maintenance Department also covers the cost of all janitorial supplies throughout the City. DEPARTMENTAL ACTIVITIES

♦ Responsible for the repair and maintenance of all City facilities. ♦ Aid the City's Information Technology (IT) Department with electrical, wiring and cable. ♦ Provide high level security access system through lock and key control.

GOALS & OBJECTIVES

♦ Maintain the value and appearance of City property through timely and economical maintenance and repair services.

♦ Maintain the operation and safety of all City building facilities for the public and City staff. FY 2019-20 Priorities

o Establish standard operation procedures for all employees. o Improve response time for all facility needs. o Purchased new service bucket truck chassis. o Remodel City Hall front lobby for personal and ballistic securities. o Paint Airport Terminal and FBO Hangar


o Improved staff coordination for the maintenance of city facilities with proper scheduling. o Remodeled several offices in City Hall o Repainted Library exterior. o Replaced main HVAC unit at Library. o Replaced two HVAC units at Airport Terminal.


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♦ 2590 – Increase for elevator testing. ♦ 2850 – Increase based on projects scheduled.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

457-Buildings Maintenance

Personnel 147,345 177,916 192,693 204,612 6.2% 10-457-1101 Salaries 104,182 126,695 130,950 140,007 6.9% 10-457-1105 Overtime 40 138 900 1,050 16.7% 10-457-1201 Industrial Insurance 5,653 6,574 8,332 8,880 6.6% 10-457-1202 Medical Insurance 17,438 20,499 27,185 27,183 0.0% 10-457-1203 FICA 7,872 9,415 9,768 10,410 6.6% 10-457-1204 ASRS 12,159 14,594 15,558 17,082 9.8%

Operating 93,336 132,199 133,600 172,700 29.3% 10-457-2101 Operating Supplies 1,694 2,490 2,000 2,000 0.0% 10-457-2102 Uniform Allowance 935 258 1,200 1,200 0.0% 10-457-2103 Safety Supplies 74 168 500 500 0.0% 10-457-2104 Clothing Allowance 400 300 400 400 0.0% 10-457-2105 Janitorial Supplies 20,322 18,270 21,000 22,000 4.8% 10-457-2110 Building Materials 1,042 1,622 2,000 2,000 0.0% 10-457-2115 Equipment Repair/

Maintenance 4,462 15,459 11,000 11,000 0.0%

10-457-2120 Office Equipment Leases 1,441 1,249 - - 0.0% 10-457-2590 Contract Services 15,776 13,339 15,000 20,000 33.3% 10-457-2700 Travel, Meals and

Schools - - - 1,600 0.0%

10-457-2850 Facilities Maintenance 47,191 79,044 80,500 112,000 39.1%

Grand Total

240,680 310,115 326,293 377,312 15.6%


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Central Garage

PURPOSE To ensure the safety of all vehicles and equipment pieces used by City departments. DEPARTMENT DESCRIPTION The Central Garage is responsible for the repair and maintenance of all light and heavy vehicles and equipment in the City fleet. Department personnel consist of a heavy equipment mechanic and an ASE certified senior auto tech. Duties are assigned and funded per department and vehicle and equipment type. The Central Garage is responsible for the General Services Fleet, Airport vehicles and equipment, and Street Department vehicles and equipment that are funded by Fund 15 (Highway User Revenue Fund - HURF). Mechanics also service and maintain the emergency generators for the Public Safety building, Magistrate Court building and City Hall; and the generators required for IT and communications and airport lighting and communication. DEPARTMENTAL ACTIVITIES

♦ Provide preventive maintenance and repair to 64 vehicles, 18 heavy trucks, 14 tractors and mowers, 3 emergency generators, 10 heavy equipment pieces and 84 pieces of small machinery.

♦ Provide machinist and welding services for the City. ♦ Provide contract fuel services for the City fleet. ♦ Assist City departments with new vehicle and equipment purchases through State contract/co-op

purchasing agreements.

GOALS & OBJECTIVES ♦ To assess department priorities and operations to impact efficiency and cost effectiveness. ♦ Provide efficient service to all departments as needed. FY 2019-20 Priorities

o Design Future Central Garage and Public Works Building. o Acquire and train in the use of new diagnostic tools for diesel engines used by Fire Department and

Public Works. FY 2018-19 Major Objectives Accomplished

o Purchased a new service truck and body to improved field response for the City Owned fleet. o Provided preventive maintenance and repair to 64 vehicles, 18 heavy trucks, 14 tractors and

mowers, 3 emergency generators, 10 heavy equipment pieces and 84 pieces of small machinery. o Utilized iWorQ program for fleet maintenance management.


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♦ 2610 – Increase to add loader tires.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

10-General Fund

448-Central Garage

Personnel 125,647 126,693 131,625 134,827 2.4% 10-448-1101 Salaries 88,351 89,595 91,131 93,365 2.5% 10-448-1105 Overtime 125 - 1,000 1,000 0.0% 10-448-1201 Industrial Insurance 3,131 2,763 3,295 3,572 8.4% 10-448-1202 Medical Insurance 17,177 17,561 18,543 18,511 -0.2% 10-448-1203 FICA 6,541 6,465 6,785 6,951 2.4% 10-448-1204 ASRS 10,323 10,309 10,871 11,428 5.1% Operating 137,346 159,977 159,200 164,900 3.6% 10-448-2101 Operating Supplies 63 155 500 500 0.0% 10-448-2102 Uniform Allowance 513 234 600 600 0.0% 10-448-2104 Clothing Allowance 200 200 200 200 0.0% 10-448-2115 Equipment Repair/

Maintenance 544 - 900 900 0.0%

10-448-2590 Contract Services 2,712 3,850 3,500 3,500 0.0% 10-448-2601 Fuel 63,404 80,569 84,000 84,000 0.0% 10-448-2603 Vehicle Repair/

Maintenance 24,081 25,901 26,000 28,500 9.6%

10-448-2607 Oil 5,272 6,648 5,300 5,500 3.8% 10-448-2608 Heavy Equipment Repair 19,979 25,628 23,000 23,000 0.0% 10-448-2610 Tires 18,932 16,792 15,000 18,000 20.0% 10-448-2700 Travel, Meals, and Schools - - 200 200 0.0% 10-448-2804 Subscriptions/Memberships 1,649 - - - 0.0%

Grand Total

262,994 286,670 290,825 299,727 3.1%


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Highway User/Streets Maintenance PURPOSE To provide the operation and maintenance of city streets, storm drains, traffic signals, lighting in conjunction with Page Utility. DEPARTMENT DESCRIPTION The Street Department is responsible for the maintenance and repair of City streets, parking lots, sidewalks and storm drainage. The department is funded by Highway User Revenue Funds which are distributed between street maintenance operations and capital improvement. Areas include asphalt and concrete maintenance, traffic markings, signs and signals, snow and ice control, street sweeping, maintaining storm drains, weed abatement, as well as providing limited landfill operations. The Street Department provides all heavy equipment and heavy truck operations for the City and assists other departments with their needs as well as providing for the maintenance needs of the City's landfill post closure requirements. DEPARTMENTAL ACTIVITIES

♦ Maintain approximately 51 miles of streets, adjoining sidewalks, and parking lots. ♦ Maintain storm drains and drainage channels. ♦ Provide interdepartmental heavy equipment/trucking activities including landfill operations. ♦ Maintain markings, signage, and traffic signals in accordance with the Federal Highway Administration's

Manual of Uniform Traffic Control Devices.

GOALS & OBJECTIVES ♦ Continue with streets reconstruction, and rehabilitation as planned. FY 2019-20 Priorities

o Work with Public Works Administration to develop Pavement Management Plan for streets and sidewalks.

o Continue in Major Street Maintenance (Slurry and Chip seals) o Continue implementation of thermoplastic markings for crosswalks. o Develop 10-year CIP plan based upon PMP


o Replaces numerous deficient street signs with assistance of NACOG and ADOT funding. o Completed Major Street Maintenance Project (17.7 miles of surface treated) o Replace street signs and upgrade to new Highway specifications with grant assistance.


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♦ 2114 – Increase based on scheduled projects. ♦ 2117 – Increase based on scheduled projects. ♦ 9720 – Decreased in transfer based on budgeted equipment and projects.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

15-Highway User Revenue Fund Expense 174,503 710,690 220,400 920,400 317.6%

Personnel 23 - - - 0.0%

15-459-1203 FICA 23 - - - 0.0%

Operating 174,480 710,690 220,400 920,400 317.6%

15-459-2101 Operating Supplies 6,842 7,936 10,000 10,000 0.0%

15-459-2102 Uniform Allowance 814 1,153 1,800 1,800 0.0%

15-459-2103 Safety Supplies 331 715 2,500 2,500 0.0%

15-459-2104 Clothing Allowance 300 323 600 600 0.0%

15-459-2114 Street Repair 18,809 518,741 30,000 715,000 2283.3%

15-459-2117 Sidewalk, Curb, and Gutter 9,581 18,104 15,000 30,000 100.0%

15-459-2118 Street Lighting 114,135 134,681 125,000 125,000 0.0%

15-459-2590 Contract Services 7,636 1,247 3,500 3,500 0.0%

15-459-2601 Fuel 10,128 15,782 15,000 15,000 0.0%

15-459-2603 Vehicle Repair/Maintenance 5,209 10,701 15,000 15,000 0.0%

15-459-2700 Travel, Meals, and Schools 695 1,308 2,000 2,000 0.0%

Transfer Out 78,806 591,960 3,055,000 135,000 -95.6%

15-459-9720 Transfers to Capital Fund 78,806 591,960 3,055,000 135,000 -95.6%

Grand Total 253,309 1,302,650 3,275,400 1,055,400 -67.8%


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Airport PURPOSE To ensure the airport meets all Federal Aviation Administration (FAA) and Arizona Department of Transportation (ADOT) Aeronautics rules and regulations. DEPARTMENT DESCRIPTION Page Municipal Airport is a commercial service airport owned by the City of Page. The facility is situated on a 536-acre parcel bordering Lake Powell. Full airline services FBO’s, charter service and air tours are offered. Aircraft Rescue Fire Fighting (ARFF) with index A capability is available with prior permission of Airport Management. DEPARTMENTAL ACTIVITIES

♦ Ensure that the facility is safe and free of hazards. ♦ Ensure preventive maintenance is performed on a timely basis and that communication facilities are

operable. ♦ Ensure that all rental contracts are properly administered. ♦ Oversee capital improvements and administer grants.

GOALS & OBJECTIVES

♦ Provide scheduled maintenance of terminal, hangars, and airport to maximize the life of the public’s investment.


o Work with FAA and ADOT to complete Main Apron Construction. o Develop plan to achieve City Council Strategies. o Complete updated Airport Master Plan.


o Initiated new Commercial Airline provider to PHX. o Work with FAA and ADOT to complete Taxiway C Construction o Began Airport Masterplan Update.


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♦ Increase in Personnel costs due to additional of 1.00 FTE Maintenance Worker. ♦ 2125 – Increase to add cost of exterior painting. ♦ 2601 – Increase for additional vehicle assignment. ♦ 9719 – Increase for scheduled Capital projects.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

46-Airport

Expense

177,672 113,337 201,792 387,713 92.1% Personnel

62,275 1,931 20,592 79,913 288.1%

46-489-1101 Salaries 46,213 1,741 18,200 51,557 183.3% 46-489-1105 Overtime 358 - - 300 0.0% 46-489-1201 Industrial Insurance 1,673 43 1,000 2,381 138.1% 46-489-1202 Medical Insurance 6,201 13 - 17,802 0.0% 46-489-1203 FICA 3,552 133 1,392 3,627 160.6% 46-489-1204 ASRS 4,278 - - 4,246 0.0% Operating

115,397 111,406 181,200 307,800 69.9%

46-489-2101 Operating Supplies 530 499 500 500 0.0% 46-489-2115 Equipment Repair/

Maintenance 4,889 613 1,000 1,000 0.0%

46-489-2119 Office Equipment Leases - - - 1,600 0.0% 46-489-2125 Buildings Repair &

Maintenance 10,537 8,323 50,000 175,000 250.0%

46-489-2402 Cell Phones - 556 - - 0.0% 46-489-2404 Utilities 58,989 73,106 75,000 75,000 0.0% 46-489-2590 Contract Services 29,922 16,053 40,500 40,000 -1.2% 46-489-2601 Fuel 1,565 2,560 2,000 2,500 25.0% 46-489-2603 Vehicle Repair/Maintenance 399 481 2,000 2,000 0.0% 46-489-2700 Travel, Meals, and Schools 1,488 425 1,500 1,500 0.0% 46-489-2804 Subscriptions/Memberships 75 - 100 100 0.0% 46-489-2820 Airfield Maintenance 1,903 3,691 3,500 3,500 0.0% 46-489-9850 Liability & Property Insurance 5,100 5,100 5,100 5,100 0.0%

Transfer Out

198,542 221,496 305,000 931,375 205.4%

46-489-9718 Transfer to Debt Service 194,559 200,046 205,000 206,250 0.6% 46-489-9719 Transfer to Capital Fund 3,984 21,450 100,000 725,125 625.1%

Grand Total

376,214 334,833 506,792 1,319,088 160.3%


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Perpetual Care/Cemetery

PURPOSE To provide quality, cost efficient support services to the public, bereaved families, and death care service providers. DEPARTMENT DESCRIPTION The Perpetual Care Cemetery Fund provides materials for services and maintenance of cemetery grounds as well as improvements to those grounds and equipment. Park Maintenance personnel perform maintenance and interment services. DEPARTMENTAL ACTIVITIES

♦ Provide cemetery interment services. ♦ Establish schedules, and methods for the operation and maintenance of the cemetery. ♦ Implement and monitor policies and procedures.

GOALS & OBJECTIVES

♦ Provide well maintained grounds. ♦ Provide quality and compassionate support services. FY 2019-20 Priorities

o Built new cross in memorial section. o Pave parking lot expansion


o New equipment purchased for interment use. o Installation of curbs around blocks and paved roads. o Expansion of parking area curbing o Install new flagpole at memorial garden.


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♦ 9690 – Increase for small tool purchase due to division reorganization. ♦ 9650 – Increase due to scheduled Capital equipment and projects.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

57-Cemetery Operating 6,117 14,866 11,300 21,300 88.5%

57-456-9690 Miscellaneous Expense 640 7,828 5,000 15,000 200.0%

57-456-9925 Utilities 5,477 7,038 6,300 6,300 0.0%

Transfer Out 15,840 - 55,000 125,000 127.3%

57-456-9650 Transfer to Capital Fund 15,840 - 55,000 125,000 127.3%

Grand Total 21,957 14,866 66,300 146,300 120.7%


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Corrals PURPOSE To provide a safe, clean, quiet and secure place for horses. DEPARTMENT DESCRIPTION Vermillion Downs Rodeo Grounds and Corrals is a 25.26-acre site owned by the City. The arena is leased for events such as rodeos and carnivals. In addition, the City generates revenue by leasing corrals/stalls for residents and visitors. DEPARTMENTAL ACTIVITIES

♦ Provide boarding services. ♦ Establish schedules, and methods for the operation and maintenance of the corrals. ♦ Implement and monitor policies and procedures.

GOALS & OBJECTIVES

♦ Provide well maintained grounds. ♦ Provide quality support services. FY 2019-20 Priorities

o Condense corral spaces to West area o Removal of unused corrals/ structures in East area o Improve the safety of arena area. o Hire FTE to maintain Facility


o New division in FY2020


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♦ New Division in FY2020.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

415-Corrals Personnel - - - 61,764 0.0%

10-415-1101 Salaries - - - 35,433 0.0% 10-415-1201 Industrial Insurance - - - 1,864 0.0% 10-415-1202 Medical Insurance - - - 17,805 0.0% 10-415-1203 FICA - - - 2,371 0.0% 10-415-1204 ASRS - - - 4,291 0.0%

Operating - - - 37,000 0.0% 10-415-2600 Corral Expenses - - - 37,000 0.0%

Grand Total - - - 98,764 0.0%


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FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

Enterprise

Expense 15,176,887 14,009,490 14,642,197 14,507,047 -0.9% Personnel 2,231,110 2,306,402 2,640,131 2,699,775 2.3%

50-Electric 1,292,226 1,370,995 1,445,000 1,472,000 1.9% 51-Water 500,625 484,576 573,518 588,500 2.6% 52-Sewer 438,260 450,832 621,613 639,275 2.8%

Operating 8,594,302 8,739,327 7,510,566 7,493,772 -0.2%

50-Electric 5,808,347 5,949,992 5,412,500 5,399,500 -0.2% 51-Water 1,120,623 1,155,031 834,100 804,100 -3.6% 52-Sewer 999,935 945,226 573,500 572,500 -0.2% 53-Garbage 665,397 689,078 690,466 717,672 3.9%

Capital 4,351,474 2,963,761 4,491,500 4,313,500 -4.0% 50-Electric 3,550,992 1,835,838 3,577,000 3,156,500 -11.8% 51-Water 687,708 473,078 383,500 462,000 20.5% 52-Sewer 112,774 654,845 531,000 695,000 30.9%

Transfer 232,096 140,108 144,000 144,000 0.0% 50-Electric 93,162 - - - 0.0% 51-Water 138,934 140,108 144,000 144,000 0.0%

Grand Total 15,408,983 14,149,598 14,786,197 14,651,047 -0.9%

Garbage53


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FY2018 Actual

FY2019 Budget

FY2020 Budget

Active electrical accounts (annual average)

4,273 4,315 4,290 4,290

Meters in Use 4,273 4,315 4,290 4,290

Transformers in use 1,046 1,049 1,046 1,046

Monthly safety meetings held - Electric

12 12

Monthly safety meetings held – Water/Sewer

12 12 12 12

Water outages/sewer backups 1 3 0 0

• 1.00 FTE - General Manager• 1.00 FTE - Finance Director• 1.00 FTE - Rcds/Procurement• 1.00 FTE - Utility IT Tech• 1.00 FTE - Officer Manager• 1.00 FTE - Customer Service Rep -Accounting• 1.00 FTE - Customer Service Rep -Collections• 1.00 FTE - Customer Service Representative • 1.00 FTE - Field Manager• 5.00 FTE - Linemen• 1.00 FTE - Engineer• 1.00 FTE - Equipment Maintenance• 1.00 FTE - Construction Foreman• 2.00 FTE - Field Technician

50 Electric 19.00 FTE

• 1.00 FTE - Office Manager• 1.00 FTE - Engineer• 1.00 Treatment Plant Supervisor• 5.00 Water/Sewer Operators• 1.00 Utility Workers• 1.00 Distribution Supervisor• 3.00 Water/Sewer Techinicians• 1.00 Meter Reader

51 Water9.00 FTE

• 0.00 FTE

52 - Sewer10.00 FTE

• 0.00 FTE

53 - Garbage0.00 FTE


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PURPOSE Provide our customers/owners with utility services that are reliable, safe, and economical. DEPARTMENT DESCRIPTION The Page Utility Enterprises is comprised of four enterprise funds: Electric, Water, Sewer and Garbage. The Electric Department is a not-for-profit public power entity, owned by the City of Page. It serves both residential and commercial customers within the corporate boundaries of the City of Page and serves the locations outside of corporate boundaries as far as Greenehaven, Marble Canyon, Wahweap, Lees Ferry, Cliff Dwellers & Vermillion Cliffs. The Water, Sewer and Garbage services are provided for our customers that reside within the corporate boundaries of the City of Page only. DEPARTMENTAL ACTIVITIES

♦ Provide metered electric and water services throughout the community. ♦ Provide weekly recycle and garbage service through a third-party company. ♦ Provide wastewater treatment of our sewer water within the community of Page, Arizona.

GOALS & OBJECTIVES

♦ The Electric Division strives to provide its customers with an electric service that is reliable, safe and economical.

♦ The Water Division endeavors to satisfy customer demand by providing quality water that meets or exceeds the drinking water standards in sufficient quantities for domestic, commercial, and fire protection use.

♦ The Sewer Division’s mission is to collect and treat sewage safely with no cross contamination into the potable water supply.

♦ The Garbage Division provides billing and administrative services only. Garbage collection is contracted out to Republic Services which provides residential trash and recycling collection within the corporate boundaries of the City of Page.


o Provide electrical infrastructure to Horseshoe Bend, the City of Page's tourist attraction four miles outside of town

o Continue to replace annually, $500,000 of direct buried electrical cable. o Replace one of the seven pond liners at the waste water treatment plant. o Build a berm at Powell Substation to reduce the effects of blowing sand. o Expand the number of collectors for wireless metering data to provide our billing system with some

redundancy.

FY 2018-19 Major Objectives Accomplished o A new transformer, regulators and breakers were all installed at Powell Substation at a cost of $1.1

million. o $500,000 of direct buried electrical cable was replaced. o The highwater tower was blasted and re-coated and installed with a VFD transfer pump and valve

to make maintenance easier. o All utility premises were connected through a fiber optic link which enhanced security.


♦ Electric – Decrease in Miscellaneous Expenses due to splitting credit card costs with all funds. ♦ Electric – Increase in Capital Additions for line extension out to Horseshoe Bend. ♦ Electric – Decrease in Capital Replacement based on scheduled projects. ♦ Water – Increase in Administrative & General for Credit Card processing fees. ♦ Water – Decrease in Outside Services based on scheduled projects. ♦ Water – Increase in Capital Replacements to replace outdated meters. ♦ Sewer – Increase in Administrative & General for Credit Card processing fees. ♦ Sewer – Increase in Capital Replacements based on scheduled projects.


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FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

Variance %

Expense 15,176,887 14,008,890 14,639,602 14,504,452 -0.9% 50-Electric 10,651,565 9,156,825 10,434,500 10,028,000 -3.9% Personnel 10,651,565 9,156,825 10,434,500 10,028,000 -3.9% Operating 5,808,347 5,949,992 6,412,500 6,399,500 -0.2%

Purchase & Generated Power 3,700,956 3,868,482 4,551,000 4,551,000 0.0% Distribution 153,624 233,906 265,000 280,000 5.7% Administrative & General 180,909 182,544 228,000 228,000 0.0% Outside Services 88,404 99,932 307,500 292,500 -4.9% Miscellaneous Expenses 372,169 397,579 61,000 48,000 -21.3% Purchased Power Contingency - - 1,000,000 1,000,000 0.0% Loss on Disposal of Capital Assets 1,312,285 1,167,550 - - 0.0%

Capital 3,550,992 1,835,838 2,577,000 2,156,500 -16.3% Capital Additions 85,878 278,502 620,000 820,000 32.3% Capital Replacements 3,465,114 1,557,336 1,957,000 1,336,500 -31.7%

51-Water 2,308,956 2,112,685 1,791,118 1,854,600 3.5% Personnel 500,625 484,576 573,518 588,500 2.6% Operating 1,120,623 1,155,031 834,100 804,100 -3.6%

Treatment Cost of Sales and Service

391,440 432,119 470,600 470,600 0.0%

Distribution Cost of Sales and Services

82,840 55,412 73,400 73,400 0.0%

Administrative & General 52,979 52,781 75,100 92,100 22.6% Outside Services 7,219 14,909 215,000 168,000 -21.9% Loss on Disposal of Capital Assets 586,145 599,810 - - 0.0%

Capital 687,708 473,078 383,500 462,000 20.5% Capital Additions - 106,950 8,500 - -100.0% Capital Replacements 687,708 366,128 375,000 462,000 23.2%

52-Sewer 1,550,969 2,050,903 1,726,113 1,906,775 10.5% Personnel 438,260 450,832 621,613 639,275 2.8% Operating 999,934 945,226 573,500 572,500 -0.2%

Sewer Collections-Cost of Sales and Service

70,406 33,115 36,500 36,500 0.0%

WTP-Cost of Sales and Services 378,033 353,561 401,500 388,500 -3.2% Administrative & General 35,184 40,812 45,000 57,000 26.7% Outside Services 57,973 52,276 90,500 90,500 0.0% Loss on Disposal of Capital Assets 458,338 465,462 - - 0.0%

Capital 112,774 654,845 531,000 695,000 30.9% Capital Additions - - 15,000 - -100.0% Capital Replacements 112,774 654,845 516,000 695,000 34.7%

53-Garbage 665,397 688,478 687,871 715,077 4.0% Operating 665,397 688,478 687,871 715,077 4.0%

Cost of Sales and Services 665,397 688,478 687,871 715,077 4.0%

Transfer Out (To Debt Service) 232,096 140,108 144,000 144,000 0.0% 52 – Sewer 93,162 - - - 0.0% 53 – Garbage 138,934 140,108 144,000 144,000 0.0%

Grand Total 15,408,982 14,148,998 14,783,602 14,648,452 -0.9%


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VII. Capital

Current Budgeted Expense and Prior Years Summary

FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget % Change

City of Page 1,108,399 2,709,480 11,714,550 13,580,023 15.9% 40-Capital Project Fund 1,108,399 2,709,480 11,714,550 13,580,023 15.9%

Capital Equipment 600,659 662,229 557,550 770,953 38.3% Capital Project 507,741 2,047,251 11,157,000 12,809,070 14.8%

Page Utility Enterprises 4,351,474 2,963,761 3,491,500 3,313,500 -5.1% 50-Electric 3,550,992 1,835,838 2,577,000 2,156,500 -16.3%

Capital Replacements 3,465,114 1,557,336 1,957,000 1,336,500 -31.7% Capital Additions 85,878 278,502 620,000 820,000 32.3%

51-Water 687,708 473,078 383,500 462,000 20.5%

Capital Replacements 687,708 366,128 375,000 462,000 23.2% Capital Additions - 106,950 8,500 - -100.0%

52-Sewer 112,774 654,845 531,000 695,000 30.9%

Capital Replacements 112,774 654,845 516,000 695,000 34.7% Capital Additions - - 15,000 - -100.0%

Grand Total 5,459,873 5,673,241 15,206,050 12,842,703 -15.5%


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Capital Equipment The City of Page has created a schedule for capital equipment purchase to plan for equipment needs for the next five years. These expenses are included in the annual budget each year and is reviewed annually to make any changes and adjustments necessary based on new developments throughout the current year. All purchases over $10,000 must be approved by City Council. Definition of Capital Equipment The City of Page defines a capital equipment as a single item or system $5,000 or more that:

a) Has a useful life of at least two years? and

b) Is not a routine/recurring expense incurred in the normal course of business? and

c) Belongs in a major class: 1. Vehicles 2. Machinery 3. Equipment

Equipment that is appropriate for Capital Equipment are place in one of eight categories:

• Streets • Public Works • Police • Fire • Community Development • Community and Recreation Services • General Government • Enterprise

Sources of Funding for Capital Equipment Airport Fund – Special Revenue Fund is used track all airport operating transactions for the City of Page. Revenues are generated through fuels sales, leases, storage fees, tie down fees, and maintenance reimbursements. Cemetery Fund – Special Revenue Fund that accounts for services and maintenance of cemetery grounds as well as improvements to those grounds and equipment. Revenues are generated from the sales of grave plots, the opening and closing of grave sites, perpetual care, and headstone and flower settings. Grants – The City of Page applies for and receives grants to assist with capital project costs. For FY2019 the City of Page was awarded grants from the Federal Aviation Administration, Arizona Department of Transportation, Administrative Office of Courts, and the Community Development Block Grant from Department of Housing and Urban Development. Highway User Revenue Fund – Special Revenue Fund that accounts transportation related revenue and expenditures associated to the construction or maintenance of city streets. This revenue is derived from the gas tax, a portion of which is returned to cities by the State. General Fund – In Ordinance No. 632-17, it states that revenues generate by the final one percent of the two percent tax increase imposed by Ordinance 558-10 shall be dedicated to (B) Capital Projects in the amount of fifteen percent (15%). This amount would have been about $600,000 for FY2019, but the City has several major projects budgeted and decided to dedicate $1.5 million from the General Fund, this amount includes the 15% of 1% designated by ordinance. Enterprise Funds – Page Utilities Enterprises monitors and controls the Electric, Water, Sewer, and Garbage Funds. These funds are used to track operating transactions for the City of Page. Revenues are generated from fees assessed for electric, water, sewer, and garbage services.


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Five Year Capital Equipment Plan Five Year Capital Equipment Plan – City of Page

Capital Projects 2020 2021 2022 2023 2024 City of Page Community Development 40-480-9825 35,000 35,000

Vehicle 35,000 35,000

Community& Recreation Services 40-480-9820 184,000 124,400 212,400 54,000 111,500 Golf Carts 75,000

Mower Leases 47,500 21,000 3,400

Vehicle 35,000

45,000 Homerun Fence Windscreen 15,000

Furniture 10,000

Interest Expense 1,500 1,500 1,500 1,500 Fire Suppression system for grill 3,500 Micro-fiche

8,000

Automatic Doors

30,000

Mower 17,500 Scoreboards 19,500 Field Equipment 8,000 JD 2500A Greens Mower 35,000 Shelving 80,000 Utility Trailers 5,000 Tractors & Attachments 55,000 JD 770A Fairway Mower 55,000 Delivery Van 50,000 Seed Drill/Aerator 15,000 JD Terrain Cut Rough Mower 38,000 JD Utility Vehicle 8,900

Fire 40-480-9810 162,000 150,000 205,000 645,000 116,500 Replace Command Vehicle 90,000

95,000

Zoll Cardiac Monitor 40,000

45,000

Mobile Radios and Repeater 32,000

21,500 Power Gurney

30,000

Fire Apparatus

175,000 600,000

Re-Chassis Ambulance

150,000

General Government 40-480-9830 70,000 95,000 55,000 25,000 25,000 Vehicle 35,000 40,000

Spillman Software-Patrol 20,000

25,000 Spillman Server - Patrol

55,000

Server Upgrades 15,000

25,000

Computer Workstations

55,000

Horseshoe Bend 40-480-9850 163,000 3/4 Ton Truck w/ Utility Bed 45,000 Tractor - Dingo 42,000 F250 Standard Cab 40,000 Trail Groomer w/ attachment 26,000 Gator 10,000

Police 40-480-9815 105,953 143,000 368,000 93,000 68,000

Evidence Drying Cabinet 12,000

Vehicle 68,000 68,000 68,000 68,000 68,000 Vehicle Outfitting 3,800

Radio Repeater and Equip 22,153

K-9 Dog

25,000

25,000

E-Citation/Accident Technology

50,000

CAD/RMS

150,000

Radio Console 150,000

Public Works 40-480-9805 / *40-480-9800 150,000 132,000 122,000 120,000 220,000 Backhoe 100,000

Electrical Bucket Truck-Chassis 50,000

Tire Machine

8,000

Cart-away Mixer

45,000

Vehicle

40,000


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Skid Loader Attachments

10,000 10,000 10,000 Dozer

40,000

Snow Plow

12,000

Sweeper

210,000 Service Bed

8,000

Track Skid Loader

66,000

Service Truck

50,000

Vehicle Lift

25,000

Service Truck/Van

40,000

Grand Total 869,953 679,400 962,400 937,000 541,000

Five Year Capital Equipment Plan – Page Utility Enterprises Capital Projects 2020 2021 2022 2023 2024

Page Utility Enterprises Electric 129,000 100,000 100,000 100,000 100,000

Radio Upgrade 9,000

Computer Software/Hardware/Office Equipment 20,000 Power Operated Equipment 100,000 100,000 100,000 100,000 100,000

Sewer 695,000 500,000 500,000 500,000 500,000 Capital Equipment 695,000 500,000 500,000 500,000 500,000

Water 0 8,500 8,500 8,500 8,500 Capital Equipment 0 8,500 8,500 8,500 8,500

Grand Total 824,000 608,500 608,500 608,500 608,500


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Funding Sources and Impact on Operating Budget Equipment Funded by Fund 40- Capital Fund (General Funds)

Project Category Cost of Projects

Funding Source Operating/ Maintenance Budget Impacted

Fund, Department, Division Furniture Community &

Recreation Services

$10,000 40 – Capital Fund General Fund, Community & Recreation Services, Human Services

Homerun Fence Windscreen


$15,000 40 – Capital Fund General Fund, Community & Recreation Services, Recreation

Mower Leases Community & Recreation Services

$49,000 40 – Capital Fund General Fund, Community & Recreation Services, Golf Maintenance

Vehicle Community & Recreation Services

$35,000 40 – Capital Fund General Fund, Public Works, Central Garage

Golf Carts Community & Recreation Services

$75,000 40 – Capital Fund General Fund, Community & Recreation Services, Golf Maintenance

Vehicle Community Development

$35,000 40 – Capital Fund General Fund, Public Works, Central Garage

Mobile Radios, Portable Radios, and Radio Repeater

Fire $32,000 40 – Capital Fund General Fund, Fire

Replace Command Vehicle Fire $90,000 40 – Capital Fund General Fund, Public Works, Central Garage

Zoll Cardiac Monitor Fire $40,000 40 – Capital Fund General Fund, Fire Server Upgrades General

Government $15,000 40 – Capital Fund General Fund, Information

Technology Spillman Software-Patrol General

Government $20,000 40 – Capital Fund General Fund, Information

Technology Vehicle General

Government $35,000 40 – Capital Fund General Fund, Public Works,

Central Garage Evidence Drying Cabinet Police $12,000 40 – Capital Fund General Fund, Police,

Investigations Radio Repeater and Equip Police $22,153 40 – Capital Fund General Fund, Information

Technology Vehicle Police $68,000 40 – Capital Fund General Fund, Public Works,

Central Garage Vehicle Outfitting Police $3,800 40 – Capital Fund General Fund, Police, Patrol Electrical Bucket Truck-Chassis

Public Works $50,000 40 – Capital Fund General Fund, Public Works, Central Garage

Total $606,953


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Equipment Funded by Enterprise Funds Project Category Cost of

Projects Funding Source Operating/ Maintenance

Budget Impacted Fund, Department, Division

Gators Community & Recreation Services

$10,000 45-Horseshoe Bend Fund

Horseshoe Bend Fund, Horseshoe Bend

F250 Standard Cab Community & Recreation Services



3/4 Ton Truck w/ Utility Bed Community & Recreation Services



Tractor - Dingo Community & Recreation Services



Trail Groomer w/ attachment Community & Recreation Services



Radio Upgrade Electric $9,000 50-Electric Electric Fund, Electric Computer Software/Hardware/Office Equipment

Electric $20,000 50-Electric Electric Fund, Electric

Power Operated Equipment Electric $100,000 50-Electric Electric Fund, Electric Capital Equipment Sewer $695,000 52-Sewer Sewer Fund, Sewer Total $987,000

Equipment Funded by Special Revenue Funds Project Category Cost of



Backhoe Public Works $100,000 57-Cemetery Fund 15-Highway User Fund

Cemetery Fund, Public Works, Streets

Total $100,000


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Impact Summary The City of Page has created a schedule for capital equipment purchase to plan for equipment needs for the next five years. These expenses are included in the annual budget each year and is reviewed annually to make any changes and adjustments necessary based on new developments throughout the current year. All purchases over $10,000 must be approved by City Council.

Five Year Capital Equipment Impact on Operating Budget – City of Page Equipment / Description 2020 2021 2022 2023 2024

Community & Rec Services Furniture 0 0 0 0 0 Gator 600 800 800 800 800 Homerun Fence Windscreen 0 0 0 0 0 Mower Leases 5,000 5,000 8,800 9,000 9,500 Vehicle 1,950 1,986 2,261 2,066 2,110 Golf Carts 22,500 61,000 61,000 55,000 55,000 F250 Standard Cab 2,670 2,533 3,309 2,799 2,869 3/4 Ton Truck w/ Utility Bed 3,497 3,601 3,691 3,826 3,947 Tractor - Dingo 600 800 800 800 800 Trail Groomer w/ attachment 600 800 800 800 800

Community Development Vehicle 2,350 2,407 3,067 2,530 2,596

Fire Replace Command Vehicle 4,097 4,201 4,291 4,426 4,547 Zoll Cardiac Monitor 2,300 2,300 2,300 2,300 2,300 Mobile Radios and Repeater 15,200 14,500 14,500 15,200 14,500

General Government

Server Upgrades 2,000 1,200 1,200 1,200 1,200 Spillman Software-Patrol 53,000 46,500 46,500 46,500 51,000 Vehicle 750 786 1,061 866 910

Police Evidence Drying Cabinet 0 0 0 0 0 Radio Repeater and Equip 1,200 500 500 1,200 500 Vehicle 6,207 7,317 6,952 7,799 7,458 Vehicle Outfitting 0 0 0 0 0

Public Works Backhoe 2,130 2,211 2,296 2,385 2,479 Electrical Bucket Truck-Chassis 3,597 3,701 4,461 3,926 4,047


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Capital Improvements Program The City of Page has created a Capital Improvement Program (CIP) to plan for infrastructure improvements for the next five years. The CIP is a tool to ensure that the City’s infrastructure needs are addressed, and the related expenses are planned for. These expenses are included in the annual budget each year. The CIP is reviewed annually to make any changes and adjustments necessary based on new developments throughout the current year. In planning the CIP, it is necessary to forecast the funds available and the funds needed each year in the plan. The forecast is formulated using facts and educated assumptions based on prior year trends and data, debt capacity and economic trends. The City does not have all the funds available to finance all desired projects. With suggestions and input from City staff and the citizens of the community, the City Council must prioritize the numerous projects and allocate them to future years as funds are available. The CIP is formally approved after the budget is adopted each year and is a fully funded program based on future revenue projections. Definition of Capital Improvement The City of Page defines a capital improvement as an investment of $5,000 or more that:

a) Extends the original life of the asset or b) Returns to like-new condition or c) Significant alteration or structural change or d) Provides addition value, not just retain current value

Projects that are appropriate for CIP are place in one of seven categories:

• Streets • Public Works • Police • Community Development • General Government • Airport Improvements • Enterprise

Sources of Funding for Capital Improvement Projects Airport Fund – Special Revenue Fund is used track all airport operating transactions for the City of Page. Revenues are generated through fuels sales, leases, storage fees, tie down fees, and maintenance reimbursements. Cemetery Fund – Special Revenue Fund that accounts for services and maintenance of cemetery grounds as well as improvements to those grounds and equipment. Revenues are generated from the sales of grave plots, the opening and closing of grave sites, perpetual care, and headstone and flower settings. Grants – The City of Page applies for and receives grants to assist with capital project costs. For FY2019 the City of Page was awarded grants from the Federal Aviation Administration, Arizona Department of Transportation, Administrative Office of Courts, and the Community Development Block Grant from Department of Housing and Urban Development. Highway User Revenue Fund – Special Revenue Fund that accounts transportation related revenue and expenditures associated to the construction or maintenance of city streets. This revenue is derived from the gas tax, a portion of which is returned to cities by the State.

General Fund – In Ordinance No. 632-17, it states that revenues generate by the final one percent of the two percent tax increase imposed by Ordinance 558-10 shall be dedicated to (B) Capital Projects in the amount of fifteen percent (15%). This amount would have been about $600,000 for FY2019, but the City has several major projects budgeted and decided to dedicate $1.5 million from the General Fund, this amount includes the 15% of 1% designated by ordinance.

Enterprise Funds – Page Utilities Enterprises monitors and controls the Electric, Water, Sewer, and Garbage Funds. These funds are used to track operating transactions for the City of Page. Revenues are generated from fees assessed for electric, water, sewer, and garbage services.


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Five Year Capital Improvements Plan Department 2020 2021 2022 2023 2024

City of Page 9,529,203 11,496,763 4,787,386 5,109,560 2,216,380

Community Development 40-485-9825 / *40-485-9954

886,000 530,000 520,000 510,000

Airport Business Center 40,000 30,000 20,000 10,000 PERA Club & Master Plan 100,000 Cityscape / Block 17 Revitalization 500,000 500,000 500,000 500,000 CDBG 246,000

Community & Recreation Services 40-485-9820 2,955,000 6,816,000 70,400 955,000 JCPMP Construction 1,500,000 500,000 JCPMP Design 150,000 75,000 Trail Improvements/Lakeview Nature Park 10,000 10,000 Horseshoe Bend 980,000 60,000 770,000 Horseshoe Bend Construction Management 70,000 60,000 Community Center Building Improvements 30,000 Shade Structure from HSB to Sports Annex 30,000 Library Facility Upgrade 110,000 Softball Infield Soil Conditioner 26,000 10,400 Aquatic Facility 75,000 6,000,000 Bathroom Renovation 15,000 Desert Dog park 50,000 Carpet 140,000 Playground Equipment 125,000

Fire 40-485-9810 30,000 30,000 Kitchen Remodel 30,000 Bunkrooms Remodel 30,000

General Government 40-485-9830 30,000

Park/Community Center Fiber 30,000

Police 40-485-9815 75,000 Command Post Upgrade 75,000

Public Works 40-485-9805/ *40-485-9800 +40-485-9953/9965/9966

8,938,070 2,811,363 1,659,586 3,547,560 1,675,380

Streets Capital Projects 1,650,000 2,076,363 1,509,586 1,897,560 1,625,380 NW Taxilane Design 80,000 Main Apron Construction 4,000,000 Master Plan Update 125,000 State Match 105,125 City Match 355,125 Pavement 75,000 Pedestrian Lighting LP Blvd 135,000 Public Safety Improvements- Exhaust Fans 15,000 Storm Water Improvements-Construction 816,200 Storm Water Improvements-Design 81,620 Central Garage/Public Works Relocation 1,500,000 NW Taxilane Construction 500,000 Cabinet Remodel (Public Safety) 45,000 Swamp Cooler FBO Hangar 40,000 City owned parking lots 150,000 150,000 South Ramp Design 100,000 Westside Development 50,000 50,000 South Ramp Construction 1,500,000

Page Utility Enterprise 2,489,500 3,200,000 3,200,000 3,200,000 3,200,000 Electric 2,027,500 2,000,000 2,000,000 2,000,000 2,000,000 Water 462,000 600,000 600,000 600,000 600,000 Sewer 0 600,000 600,000 600,000 600,000 Grand Total 12,018,703 14,696,763 7,987,386 8,309,560 5,416,380


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Funding Sources and Impact on Operating Budget Projects Funded by Fund 40 – Capital Fund

Project Category Cost of Projects

Funding Source Operating/ Maintenance Budget Impacted

Fund, Department, Division John C. Page Memorial Park Design


$90,000 40 – Capital Fund General Fund, Public Works, Building Maintenance

Community Center Building Improvements


$30,000 40 – Capital Fund General Fund, Public Works, Building Maintenance

Trail Improvements/ Lakeview Nature Park


$10,000 40 – Capital Fund General Fund, Community & Recreation Services, Parks and Trails Maintenance

City Center - Downtown Revitalization


$250,000 40 – Capital Fund General Fund, Public Works, Streets

PERA Club & Master Plan Community Development

100,000 40 – Capital Fund General Fund, Public Works, Building Maintenance

Park/Community Center Fiber

General Government

$30,000 40 – Capital Fund General Fund, Information Technology

Central Garage/Public Works Relocation

Public Works $80,000 40 – Capital Fund General Fund, Public Works, Building Maintenance

Pedestrian Lighting LP Blvd Public Works $67,500 40 – Capital Fund Highway User Fund, Public Works, Streets

Public Safety Improvements- Exhaust Fans

Public Works $15,000 40 – Capital Fund General Fund, Public Works, Building Maintenance

Total $672,500

Projects Funded by Special Revenue Funds Project Category Cost of



Community Development Block Grant Projects


$246,000 Grant - Community Development Building Grant

General Fund, Community & Recreation Services, Parks and Trails Maintenance

Court Improvements Magistrate $10,000 Grant – Administrative Office of the Courts

General Fund/JCEF Fund, Magistrate

Pavement Public Works $75,000 57-Cemetery Fund Cemetery Fund, Public Works, Cemetery

Pedestrian Lighting LP Blvd Streets $67,500 15-Highway User Revenue Fund

Highway User Fund, Public Works, Streets

Storm Water Imp-Construction

Streets $85,000 15-Highway User Revenue Fund

Highway User Fund, Public Works, Streets

Airport Elevator Airport Improvements

100,000 46-Airport Fund Airport Fund, Airport

Main Apron Construction

Airport Improvements

$4,133,000 Grants - Federal Aviation Administration

Airport Fund, Airport

$109,000 Grants - Arizona Dept. of Transportation

$620,000 46-Airport Fund Master Plan Update

Airport Improvements

$125,000 Grants - Federal Aviation Administration

Airport Fund, Airport

$3,125 Grants - Arizona Dept. of Transportation

$3,125 46-Airport Fund NW Taxilane Design Airport

Improvements $80,000 Grants - Federal

Aviation Administration Airport Fund, Airport

$2,000 Grants – Arizona Dept of Transportation

$2,000 46 – Airport Fund Total $ 5,660,750


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Projects Funded by Enterprise Funds Project Category Cost of



Horseshoe Bend Construction


$1,980,000 45-Horseshoe Bend Fund


Horseshoe Bend Construction Mgt




Shade Structure move to Sports Annex




Distribution Capital Expenses – Poles, Transformers, etc

Electric $40,000 50-Electric Electric

Capitalized Time Electric $425,000 50-Electric Electric 25kv Cable Change Out/System Upgrade


Line Transformers Electric $40,000 50-Electric Electric Street Lights Electric $50,000 50-Electric Electric Wireless Meters/HMI Outage Management System


Tropos/Fiber Electric $50,000 50-Electric Electric SCADA Electric $7,500 50-Electric Electric Powell Substation Electric $50,000 50-Electric Electric Slavens Substation Electric $20,000 50-Electric Electric Horseshoe Bend Line Extension

Electric $600,000 50-Electric Horseshoe Bend Fund, Horseshoe Bend

Distribution Items/New Service


Line Extensions Electric $20,000 50-Electric Electric 25kv Three Phase PME Electric $40,000 50-Electric Electric 25kv Three Phase Section Cubicles


Council-directed Infrastructure Improvements


Building Improvements Water $380,000 51-Water Water Water Meter Replacement Water $82,000 51-Water Water Total $ 4,815,500


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Impact Summary The City of Page has created a schedule for capital projects to plan for the needs for the next five years. These expenses are included in the annual budget each year and is reviewed annually to make any changes and adjustments necessary based on new developments throughout the current year. All expense over $10,000 must be approved by City Council.

Five Year Capital Projects Impact on Operating Budget – City of Page Project / Description 2020 2021 2022 2023 2024

Community & Rec Services JCPMP Design 0 0 0 0 0 Building Improvements 0 3,000 3,000 3,000 3,000 Trail Improvements/Lakeview Nature Park

2,000 2,000 4,000 2,000 2,000


City Center/Streetscape 150,000 150,000 150,000 150,000 150,000 CDBG 2,000 2,000 4,000 2,000 2,000 PERA Club 26,200 26,200 26,200 26,200 26,200

General Government Park/Community Center Fiber 5,000 0 0 0 0 Court Improvements 0 0 0 0 0

Horseshoe Bend Horseshoe Bend Construction 100,000 550,000 550,000 550,000 550,000 Horseshoe Bend Construction Mgt 0 0 0 0 0 Shade Structure from Horseshoe Bend to Sports Annex

2,500 0 0 0 0

Public Works

Main Apron Construction 0 0 0 0 8,000 Pedestrian Lighting LP Blvd 0 200 200 200 200 Master Plan Update 0 0 0 0 0 Airport Elevator 2,500 2,500 2,500 2,500 2,500 Storm Water Improvements-Design 0 0 0 0 0 Central Garage/Public Works Relocation Design

0 0 0 0 0

NW Taxilane Design 0 0 0 0 0 Pavement 2,000 0 0 1,000 500 Public Safety Improvements- Exhaust Fans

550 0 0 0 0


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Projects ($100,00 and over) Community & Recreation Services

John C. Page Memorial Park Improvement

Type: Community Park - 7.88 Acres (excludes the approximately .5 acres paved parking area to a culvert that is on the north-west side of the park behind the Safeway Grocery Store (includes Senior/Recreation Center building and property). Location: S Navajo Drive & 6th Ave., Page Arizona 86040 Current Facilities:

• Tot Lot (1) • Play Structure (1) • Swing Sets (1) • Basketball Court (3) • Pickle Ball Courts (4) • Skate Park (1) approximately 10,000 square feet

• Parking lot (1) approximately 22,500 square feet • Restrooms (1 portable) • Police Substation (1) • Community use building (Townhouse) (1) • Community Center building (1) • BBQs (6) • Picnic tables (7)

Facility Description: Page Park is the City’s premier park with frontage on Lake Powell Boulevard. Located in the City’s commercial core, this park is used as an event venue throughout the year. Project Description: The John C. Page Memorial Park Master Plan process was executed in conjunction with the City of Page Citywide Park Master Plan Process. Through the Citywide Master Plan information about community needs and desires, existing park amenities and general use patterns, the role of John C. Page Memorial Park in the overall park system, and future vision for the park was collected. These resulted in a plan for John C. Page Memorial Park that provides new and upgraded amenities for residents and visitors, connects the park to the downtown, re-purposes the existing teen center and Townhouse buildings, provides usable spaces for events and festivals, and improves park access and parking. The former Teen Center is now the Police Department Substation. Strategic Element: Quality of Life – Offering high quality recreation and leisure activities and improving parks.

FY2020 FY2021 FY2022 FY2023 FY2024 Design $90,000 $150,000 $50,000 Construction $1,500,000 $500,000 Equipment

Total $90,000 $1,650,000 $550,000 0 0


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Horseshoe Bend Improvements

Type: Specialty Park - 18.8 Acres Location: Highway 89, between mileposts 544 and 545 in Page, Arizona. Current Facilities: • Paved parking lot • Toll booths (3) • Gated security access • Interpretive signs

• Vault toilets (5 double) • Shade structures (2) • Storage shed

Facility Description: The site connects to the National Park Service Horseshoe Bend Trail, which leads to a dramatic overlook of Horseshoe Bend and the Colorado River. This is a heavily used site visited by tourists from all over the world (Page City-wide Adopted Plan). Project Description: Horseshoe Bend has been a major project in partnership with National Park Service with total expenses about $6 million over the next five years. This expense is expected to be recouped through revenues from entrance fees. The parking lot and toll booths construction were completed in Spring 2019 and Phase 3 Design is scheduled to finish in FY2020 and start construction near fourth quarter of FY2020. Phase 3 includes possibility of expanded parking lot, additional fee booth, widening road entrance, installation of utilities, visitor station, and exterior design. While this project has created new expenses for the City's operating budget, it has created new job opportunities within the Page community. Strategic Element: Community Development - Encouraging tourism and job creation.

Expenses FY2020 FY2021 FY2022 FY2023 FY2024 Design/management 316,000 60,000 Construction 1,980,000 60,000 770,000 Equipment

Total $2,296,000 $0 $60,000 $830,000 $0


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Community Development Community Development Block Grant - ADA Park Improvements Type: Parks Location: Golliard Park - 126 10th Street, Page, Arizona 86040 Children’s Park – 121 Date Street Page, Arizona 86040 Sports Complex Annex Park – 447 Haul Road, Page, Arizona 86040 Current Facilities:

Golliard Children’s Park Sports Complex Annex • Tot Lot (1) • Play Structure (1) • Swing Sets (2) • Dog Park (1) • Practice Field (1) • Restroom (1) • Picnic Tables (9) • BBQ (2)

• Tot Lot (2) • BBQ (3) • Picnic Table (4) • Dirt pull in area used for

parking

• Tot Lot (2) • Swings (1) • Volleyball Court (sand) (1) • Restroom (1) • Picnic Table (5) • Shade Structures (4) • Parking Area (shared with

Sports Complex) Facility Description: These parks were old and outdated but new play equipment and structures have been replaced or scheduled to be replaced in FY2018-FY2020. Project Description: The City received a grant through Community Development Block Grant. These funds will be used for ADA improvements and to update the restroom facilities. This project was originally scheduled for FY2019 and will be carried into FY2020. Strategic Element: Quality of Life – Offering high quality recreation and leisure activities and improving parks.

FY2020 FY2021 FY2022 FY2023 FY2024 Design/management Construction 246,000 Equipment

Total $246,000 0 0 0 0


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PERA Club Type: Building – Approx. 13,300 Square Feet Location: 445 Haul Road Current Facilities: • Main Office • Gazebo • Storage Buildings • Picnic areas • Playground

• Volleyball court • Basketball Court • Horseshoe pits • Parking Lot • Kitchen

Facility Description: Facility initially built to serve as a recreation center for Salt River Project (SRP) employees. The building also currently contains a retail store and banquet area. Project Description: Develop and implement master plan for acquisition of facility from SRP. Strategic Element: Quality of Life – Maximize resources that enhance the quality of life for our resident and visitors.

Expenses FY2020 FY2021 FY2022 FY2023 FY2024 Design/management 50,000 Construction 50,000 Equipment

Total $100,000


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Cityscape/Block 17 Revitalization

Type: Design and improvements Location: 600-699 Block North Navajo and Elm Street, 0-100 South Lake Powell Blvd and 6th Avenue. Page, Arizona 86040. Current Facilities:

• Parking Lot • Business Access

Facility Description: Block 17 is one of the most utilized parking facilities for over a dozen businesses and event use. Project Description: The City will establish design for redevelopment for Block 17 and support façade and street improvements to the core business district. Strategic Element: Quality of Life – Maximize resources that enhance the quality of life for our resident and visitors.

Expenses FY2020 FY2021 FY2022 FY2023 FY2024 Design/management Construction 250,000 500,000 500,000 500,000 500,000 Equipment

Total $250,000 $500,000 $500,000 $500,000 $500,000


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Public Works Airport Elevator Type: Building – Approx. 18,000 Square Feet Location: 238 10th Ave, Page, Arizona 86040. Current Facilities: • Main Office • Terminal • Elevator

• Hangars • Board Room • Business Offices

Facility Description: The airport is situated on 536-acres located in Northern Arizona bordering Lake Powell. The Airport terminal houses several businesses, such as, Westwind Scenic Air Tours, American Aviation, Grand Canyon Scenic Tours, and Avis Car Rental. Additional business offices and a board room are located on the second floor. Project Description: Install new elevator. In order for the City to be in compliance with the Americans with Disabilities Act of 1990, the City needs to provide access to the second level of our airport by installing an elevator. This area on the second floor houses our Airport board room and several offices. Currently there is only a stairwell that allows access to this area. Strategic Element: Infrastructure Improvement – Strategically invest in City facilities.

Expenses FY2020 FY2021 FY2022 FY2023 FY2024 Design/management Construction 100,000 Equipment

Total $100,000 0 0 0 0


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Main Apron Construction

Type: Airport Improvement Location: Page Municipal Airport Description: Current main apron pavement has reached the end of its design. Last updated December 2000. Project Description: This project is to construct the Main Apron Reconstruction project (approximately 70,000 square yards) at the Page Municipal Airport. This project will consist of full depth pavement reconstruction across the main apron and placing a pavement maintenance treatment on the westernmost taxilane between the box hangars north of the reconstruction area. The current apron has reached the end of its design life and is in need of full reconstruction and this project will improve safety at the airport and reduce potential for foreign object debris hazards. Strategic Element: Infrastructure Improvement – Maintaining and improving public infrastructure and City facilities to preserve both the physical character and livability of the community.

Expenses FY2020 FY2021 FY2022 FY2023 FY2024 Design/management Construction 4,862,000 Equipment

Total $4,862,000 0 0 0 0


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Airport Master Plan

Type: Plan Location: Page Municipal Airport Description: Current Airport Master Plan approve June 2009. Project Description: The Airport Master Plan will be a comprehensive study of the airport to develop a plan for short and long-term development to meet future and unmet aviation demand. Started in FY2019 and to be completed in FY2020. Strategic Element: Infrastructure Improvement – Maintaining and improving public infrastructure and City facilities to preserve both the physical character and livability of the community.

Expenses FY2020 FY2021 FY2022 FY2023 FY2024 Design/management Construction 131,000 Equipment

Total $131,000 0 0 0 0


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Pedestrian Lighting Lake Powell Boulevard

Type: Lighting Location: Lake Powell Boulevard (from 287 to Clubhouse Drive), Page, Arizona 86040. Current Facilities:

• Sidewalk Facility Description: Pedestrian sidewalk constructed completed at the end of FY2018. Project Description: Project will add lighting along sidewalk. Costs will be shared with Marriott. Strategic Element: Quality of Life – Maximize resources that enhance the quality of life for our resident and visitors.

FY2020 FY2021 FY2022 FY2023 FY2024 Design/management Construction 135,000 Equipment

Total $135,000 $0 $0 $0 $0


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Page Utility Enterprises FY2019 Projects (Over $100,000)

25v Cable Change Out/System Upgrade Type: Cable replacement Location: Throughout the service territory. Project Description: To replace old direct buried electric cable throughout the service territory. Strategic Element: Infrastructure Improvement – Maintaining and improving public infrastructure and City facilities to preserve both the physical character and livability of the community.


Total $500,000 $500,000 $500,000 $500,000 $500,000 Horseshoe Bend Line Extension Type: Infrastructure Improvements Location: Highway 89, between mileposts 544 and 545. Page, Arizona 86040. Project Description: Line extension to Horseshoe Bend. Strategic Element: Infrastructure Improvement – Maintaining and improving public infrastructure and City facilities to preserve both the physical character and livability of the community.

Expenses FY2020 FY2021 FY2022 FY2023 FY2024 Design/management Construction 600,000 50,000 100,000 Equipment

Total $600,000 $50,000 0 $100,000 0 Water Building Improvements Type: Building Improvements Location: Water Plant – 814 Aqua Ave Project Description: This project consists of major valve replacements, meter replacements, re-coat water tower, fire hydrants, and lighting. Strategic Element: Infrastructure Improvement – Maintaining and improving public infrastructure and City facilities to preserve both the physical character and livability of the community.


Total $380,000 $300,000 $300,000 $300,000 $300,000


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VIII. Special Revenue Funds

FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

Revenues 8,662,831 7,269,943 20,509,321 19,526,668 Revenue 2,260,256 2,689,246 11,482,321 12,031,293

15-Highway User Revenue Fund 860,678 906,469 852,903 919,312 16-Substance Abuse 3,237 676 4,000 4,000 20-Debt Service Fund 139,850 205,478 158,000 173,000 25-Miscellaneous Grants 106,255 114,757 4,659,000 5,074,500 32-JCEF Fund 4,783 4,222 5,050 4,550 36-Donation Funds 6,461 2,762 3,700 3,610 40-Capital Project Fund 287,445 902,305 4,228,000 4,755,321 46-Airport Fund 515,602 510,452 530,168 550,500 48-Land 297,258 0 1,006,000 505,000 57-Cemetery 38,688 42,125 35,500 41,500

Transfer In 6,402,575 4,580,697 9,027,000 7,495,375 20-Debt Service Fund 3,613,332 2,967,287 3,317,000 3,750,250 40-Capital Project Fund 2,444,428 1,613,410 5,710,000 3,745,125 42-Community Development 344,815 0 0 0

Expenses (4,444,001) (5,866,860) (24,253,287) (21,922,197) Expense (3,301,199) (5,036,755) (18,341,287) (19,056,042)

15-Highway User Revenue Fund (174,503) (710,690) (220,400) (920,400) 16-Substance Abuse (3,176) (6,666) (15,000) (25,000) 20-Debt Service Fund (1,388,780) (1,393,433) (1,399,388) (3,024,700) 25-Miscellaneous Grants (91,768) (70,820) (4,706,480) (5,076,930) 32-JCEF Fund (13,217) (8,447) (40,000) (40,000) 36-Donation Funds (16,870) (9,015) (32,377) (30,796) 40-Capital Project Fund (1,108,399) (2,709,480) (11,714,550) (9,529,203) 42-Community Development (320,699) 0 0 0 46-Airport Fund (177,672) (113,337) (201,792) (387,713) 57-Cemetery (6,117) (14,866) (11,300) (21,300)

Transfer Out (1,142,802) (830,105) (5,912,000) (2,866,155) 15-Highway User Revenue Fund (78,806) (591,960) (3,055,000) (135,000) 20-Debt Service Fund 0 0 (1,468,000) (1,140,780) 25-Miscellaneous Grants (26,326) (16,649) (29,000) (29,000) 42-Community Development (526,029) 0 0 0 46-Airport Fund (198,542) (221,496) (305,000) (931,375) 48-Land (297,258) 0 (1,000,000) (505,000) 57-Cemetery (15,840) 0 (55,000) (125,000)

+/- Net $4,218,829 $1,403,082 ($3,743,966) ($2,395,529)


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Highway User Revenue Fund The Highway User Revenue Fund accounts for transportation related revenue and expenditures associated to the construction or maintenance of city streets. This revenue is derived from the gas tax, a portion of which is returned to cities by the State of Arizona. FY 2019-20 Budget Highlights Significant changes are as follows:

♦ 2114 – Increase based on scheduled projects. ♦ 2117 – Increase based on scheduled projects. ♦ 9720 – Decreased in transfer based on budgeted equipment and projects.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

15-Highway User Revenue Fund Revenues 860,678 906,469 852,903 919,312 7.8%

Revenue 860,678 906,469 852,903 919,312 7.8% 15-33-70000 Highway User Revenue 849,664 871,029 837,903 904,312 7.9% 15-39-90100 Interest Income 11,014 35,440 15,000 15,000 0.0%

Expenses (253,309) (1,302,650) (3,275,400) (1,055,400) -67.8%

Expense (174,503) (710,690) (220,400) (920,400) 317.6% 15-459-1203 FICA (23) 0 0 0 0.0% 15-459-2101 Operating Supplies (6,842) (7,936) (10,000) (10,000) 0.0% 15-459-2102 Uniform Allowance (814) (1,153) (1,800) (1,800) 0.0% 15-459-2103 Safety Supplies (331) (715) (2,500) (2,500) 0.0% 15-459-2104 Clothing Allowance (300) (323) (600) (600) 0.0% 15-459-2114 Street Repair (18,809) (518,741) (30,000) (715,000) 2283.3% 15-459-2117 Sidewalk, Curb and Gutter (9,581) (18,104) (15,000) (30,000) 100.0% 15-459-2118 Street Lighting (114,135) (134,681) (125,000) (125,000) 0.0% 15-459-2590 Contract Services (7,636) (1,247) (3,500) (3,500) 0.0% 15-459-2601 Fuel (10,128) (15,782) (15,000) (15,000) 0.0% 15-459-2603 Vehicle Repair/Maintenance (5,209) (10,701) (15,000) (15,000) 0.0% 15-459-2700 Travel, Meals, and Schools (695) (1,308) (2,000) (2,000) 0.0% Transfer Out (78,806) (591,960) (3,055,000) (135,000) -95.6%

15-459-9720 Transfers to Capital Fund (78,806) (591,960) (3,055,000) (135,000) -95.6%

+/- Net $607,369 ($396,181) ($2,422,497) ($136,088) -94.4%

Expenses$1,055,400

Revenues$919,312

Fund Summary FY2020Highway User

Interfund TransfersOperatingPersonnelIntergovernmental


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Substance Abuse Fund The City of Page Substance Abuse Task Force is established to foster the health and well-being of the Citizens of the City of Page, Arizona by coordinating efforts to establish and strengthen programs to reduce and prevent substance abuse in the community. FY 2019-20 Budget Highlights Significant changes are as follows:

• Increase in expenses based on available fund balance.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

16-Substance Abuse Revenues 3,237 676 4,000 4,000 0.0% 16-39-10100 Substance Abuse Revenue 3,237 676 4,000 4,000 0.0%

Expenses (3,176) (6,666) (15,000) (25,000) 66.7% 16-480-9940 Substance Abuse Expenses (3,176) (6,666) (15,000) (25,000) 66.7%

+/- Net $61 ($5,990) ($11,000) ($21,000) 90.9%

Expenses$25,000

Revenues$4,000

Fund Summary FY2020Substance Abuse Fund

Operating



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Debt Service Fund The Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. FY 2019-20 Budget Highlights Significant changes are as follows:

• 75101 – Increase in increase based on prior years performance. • 9712 – Decrease in transfer to General Fund due to lower payment to Public Safety Personnel Retirement

Unfunded Liability from prior year.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

20-Debt Service Fund Revenues 3,753,182 3,172,765 3,475,000 3,923,250 12.9%

Revenue 139,850 205,478 158,000 173,000 9.5% 20-36-75000 Refuse-Bond Debt 119,315 117,313 118,000 118,000 0.0% 20-36-75101 Interest Income 20,535 88,165 40,000 55,000 37.5%

Transfer In 3,613,332 2,967,287 3,317,000 3,750,250 13.1% 20-38-75120 Transfer From General Fund 3,186,677 2,627,133 2,968,000 3,400,000 14.6% 20-38-75125 Transfer From Sewer Fund 93,162 0 0 0 0.0% 20-38-75130 Transfer From Refuse Fund 138,934 140,108 144,000 144,000 0.0% 20-38-75140 Transfer From Airport Fund 194,559 200,046 205,000 206,250 0.6%

Expenses (1,388,780) (1,393,433) (2,867,388) (4,165,480) 45.3%

Expense (1,388,780) (1,393,433) (1,399,388) (3,024,700) 116.1% 20-406-9890 Principal-2011 Bond Restruct (775,000) (800,000) (825,000) (855,000) 3.6% 20-406-9891 Interest-2011 Bond Restruct (414,388) (391,138) (367,138) (336,200) -8.4% 20-406-9894 Principal-Airport (184,329) (184,997) (189,000) (190,250) 0.7% 20-406-9896 Interest/Fiscal Charge-Airport (12,814) (15,049) (16,000) (16,000) 0.0% 20-406-9899 Administration Fees (2,250) (2,250) (2,250) (2,250) 0.0% 20-406-9950 Payment to PUE 0 0 0 (1,625,000) 0.0%

Transfer Out 0 0 (1,468,000) (1,140,780) -22.3% 20-488-9712 Transfer To General Fund 0 0 (1,468,000) (1,140,780) -22.3%

+/- Net $2,364,402 $1,779,331 $607,612 ($242,230) -139.9%

Expenses$4,165,480

Revenues$3,923,250

Fund Summary FY2020Debt Service Fund

Interfund TransfersOperatingOther RevenueInterest on Investments


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Miscellaneous Grant Fund The Miscellaneous Grants Fund is used to account for many of the grant funds received by the City. Grant amounts are normally required to be tracked separately by State or Federal regulations and funds are specifically restricted for certain operating and/or equipment expenses. Grants are obtained through Federal, State and County organizations, as well as private entities. FY 2019-20 Budget Highlights Significant changes are as follows:

• Changes in revenues and expenses based on anticipated grant funding. • New anticipated grants:

o EDA City Center Grant o Information Technology Grant o Community Center grant for vehicle with temperature control to meal deliver o County funding for STEAM programs

Expenses$5,105,930

Revenues$5,074,500

Fund Summary FY2020Miscellaneous Grant Fund

Interfund Transfers

Operating



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Title FY2017


FY2019 Budget

FY2020 Budget

% Change

25-Miscellanous Grant Fund Revenues 106,255 114,757 4,659,000 5,074,500 8.9%

Revenue 106,255 114,757 4,659,000 5,074,500 8.9% 0 1,500 0 0 0.0% 25-32-92000 Bullet Proof Vest Grant Rev 500 0 2,000 2,500 25.0% 25-32-94000 Metro Grant Revenue 28,803 0 5,000 10,000 100.0% 25-32-95000 Highway Safety Grant Rev 6,996 17 17,000 0 -100.0% 25-33-40850 NACOG Grant Rev- Meals 26,083 29,519 29,000 33,000 13.8% 25-33-40860 Head Start Revenue 39,454 29,371 28,000 29,000 3.6% 25-34-80000 Alt Essential Air Serv Revenue 0 0 4,400,000 4,400,000 0.0% 25-34-99900 Miscellaneous Grants 1,419 0 55,000 390,000 609.1% 25-35-85000 Salt River Project-Study 0 0 24,000 0 -100.0% 25-36-99100 Recreation Grants (2,000) 0 30,000 20,000 -33.3% 25-37-99100 Library Misc Grant Revenue 0 17,286 10,000 20,000 100.0% 25-37-99200 Collaborative/Cultural Grant 0 5,000 5,000 5,000 0.0% 25-37-99250 Young Adult/Children Program

Revenue 5,000 5,000 10,000 5,000 -50.0%

25-37-99400 Library Outreach Grant 0 21,065 30,000 20,000 -33.3% 25-37-99500 Misc County Funds Revenue 0 6,000 6,000 80,000 1233.3% 25-37-99600 LTSA Grant Revenue 0 0 8,000 10,000 25.0% 25-37-99700 Community Center Grants 0 0 0 50,000 0.0%

Expenses (118,094) (87,469) (4,735,480) (5,105,930) 7.8%

Expense (91,768) (70,820) (4,706,480) (5,076,930) 7.9% 25-420-9700 Recreation Grants (4,895) 0 (30,000) (20,000) -33.3% 25-421-8000 Alt Essential Air Serv

Expenses 0 0 (4,400,000) (4,400,000) 0.0%

25-421-9000 Miscellaneous Grants 0 0 (92,000) (390,000) 323.9% 25-425-9900 Miscellaneous Grant Expense 0 (9,907) (15,000) (15,000) 0.0% 25-425-9955 Collaborative/Cultural Grants (2,126) (1,767) (9,000) (5,000) -44.4% 25-425-9980 Young Adult/Children's

Program (1,607) (3,484) (10,000) (5,000) -50.0%

25-425-9984 Library Outreach Training (479) (58) (1,480) 0 -100.0% 25-425-9985 Library Outreach Grant (2,711) (5,101) (30,000) (20,000) -33.3% 25-425-9990 LTSA Grant Expense 0 0 (8,000) (15,000) 87.5% 25-425-9995 Misc County Funds 0 (6,000) (6,000) (80,000) 1233.3% 25-426-8500 Community Development

Grant Expenses 0 0 (24,000) 0 -100.0%

25-433-8500 Community Center Misc 0 0 0 (50,000) 0.0% 25-433-9800 NACOG Grant Exp- Meals (12,774) (14,906) (29,000) (33,000) 13.8% 25-433-9825 Head Start Expenses (31,200) (27,335) (28,000) (29,000) 3.6% 25-433-9885 NACOG- Stimulus Expenses (75) (761) 0 (2,430) 0.0% 25-437-9944 Police Grant Expense 0 (1,500) 0 0 0.0% 25-437-9945 Metro Grant Expenses (28,803) 0 (5,000) (10,000) 100.0% 25-437-9946 Highway Safety Grant (4,748) 0 (17,000) 0 -100.0% 25-437-9949 Bullet Proof Vest Grant

Expenses (2,351) 0 (2,000) (2,500) 25.0%

Transfer Out (26,326) (16,649) (29,000) (29,000) 0.0%

25-433-9712 Transfer To General Fund (26,326) (16,649) (29,000) (29,000) 0.0%

+/- Net ($11,839) $27,288 ($76,480) ($31,430) -58.9%


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Judicial Collection Enhancement Fund (JCEF) Judicial Collection Enhancement Fund (JCEF) is used to account for amounts received from the court’s time payment fee of $20, a portion of which is deposited into a court account for any court enhancement project. The courts can use up to $2,500 for expenditures from this account without permission of the Administrative Office of the Courts (AOC). Any amount over that must be requested and approved either by a local or state grant to the Supreme Court AOC. The Magistrate Court applies for a local grant each year to cover the court's maintenance agreement with the AOC for our computers and printer. The amount each year for the maintenance contract is $5,750. JCEF funds do not impact the general fund. FY 2019-20 Budget Highlights Significant changes are as follows:

• No significant changes

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

32-Judicial Collection Enhancement Fund Revenues 4,783 4,222 5,050 4,550 -9.9%

Revenue 4,783 4,222 5,050 4,550 -9.9% 32-39-20100 JCEF Revenue 4,752 4,192 5,000 4,500 -10.0% 32-39-90100 Interest Income 30 30 50 50 0.0%

Expenses (13,217) (8,447) (40,000) (40,000) 0.0%

Expense (13,217) (8,447) (40,000) (40,000) 0.0% 32-425-2400 JCEF Expenses (13,217) (8,447) (40,000) (40,000) 0.0%

+/- Net ($8,434) ($4,225) ($34,950) ($35,450) 1.4%

Expenses$40,000

Revenues$4,550

Fund Summary FY2020JCEF Fund

Operating

Interest on Investments



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Donation Fund The Donation Fund accounts for all citizen donations received by the City of Page that are specified to support individual departments or programs. Donation funds support the purchase of supplies to offer extra activities, entertainment, and community enhancement to the public throughout the year. In addition, they provide hotel accommodations for transients in emergency situations. FY 2018-19 Budget Highlights Significant changes are as follows:

• Increase in Fire Donation Revenue based on donations received prior year. • Increase in Library Donation Expenses based on anticipated needs.

FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

36-Donation Funds Revenues 6,461 2,762 3,700 3,610 -2.4%

Community Center Donation Revenue 740 354 1,200 550 -54.2% Fire Donation Revenue 1,080 188 200 650 225.0% Lake Powell Blvd Street Banner 0 0 0 0 0.0% Library Donation Revenue 2,341 1,900 2,000 2,100 5.0% Memorial Plaza Donation Rev 0 20 0 10 0.0% Project Graduation Revenue 2,000 0 0 0 0.0% Transient Revenue 300 300 300 300 0.0%

Expenses (16,870) (9,015) (32,377) (30,796) -4.9%

Community Center Donation Expense (4,921) (5,357) (23,000) (19,000) -17.4% Fire Donation Expenses 0 0 (1,300) (2,000) 53.8% Lake Powell Blvd Street Banner 0 0 (600) (600) 0.0% Library Donation Expenses (4,315) (912) (350) (2,000) 471.4% Memorial Plaza Donation Expense 0 0 (2,627) (2,647) 0.8% Project Graduation Expenses (4,454) (1,908) 0 0 0.0% Transient Expenses (364) (526) (2,000) (2,000) 0.0% Youth Center Donation Expense (2,815) (313) (2,500) (2,549) 2.0%

+/- Net ($10,409) ($6,254) ($28,677) ($27,186) -5.2%

Expenses$30,796

Revenues$3,610

Fund Summary FY2020Donations Fund

Operating



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Capital Projects Fund The 40-Capital Projects Fund is the fund that supports new infrastructure improvements, major capital acquisitions, and equipment replacement. Sources of income include grants and inter-fund transfers. Capital projects include infrastructure; equipment purchases or construction resulting in or making improvements to a capitalized asset costing more than $5,000. FY 2019-20 Budget Highlights Significant changes are as follows:

• Changes in revenues and expenses based on scheduled Capital Equipment and Projects.

Expenditures$9,529,203

Revenues$8,500,466

Fund Summary FY2020Capital Project Fund

Interfund Transfers

Operating


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Title FY2017


FY2019 Budget

FY2020 Budget

% Change

40-Capital Projects Fund Revenues 2,731,874 2,515,715 9,938,000 8,500,446 -14.5%

Revenue 287,445 902,305 4,228,000 4,755,321 12.5% 40-36-25300 Airport Improvement Grant-

Federal 158,209 808,353 3,672,000 4,338,000 18.1%

40-36-25310 Airport Improvement Grant-State 12,796 21,452 204,000 114,125 -44.1% 40-36-25400 CDBG Revenue 0 11,752 305,000 246,000 -19.3% 40-36-25450 Community Development Reimb 0 60,748 0 30,374 0.0% 40-36-25700 Misc Capital Projects 53,644 0 47,000 26,822 -42.9% 40-36-26000 Lease Proceeds 62,446 0 0 0 0.0% 40-36-40014 Airport Improvement Grant 351 0 0 0 0.0%

Transfer In 2,444,428 1,613,410 5,710,000 3,745,125 -34.4%

40-36-25315 Transfer From Airport 3,984 21,450 100,000 725,125 625.1% 40-38-75201 Transfer From Other Funds 526,029 0 0 0 0.0% 40-38-75205 Transfer From Land 297,258 0 1,000,000 505,000 -49.5% 40-38-75210 Transfer From General Fund 1,522,511 1,000,000 1,500,000 1,500,000 0.0% 40-38-75215 Transfer From HURF 78,806 591,960 3,055,000 135,000 -95.6% 40-38-75220 Transfer From Cemetery 15,840 0 55,000 125,000 127.3% 40-38-75225 Transfer From Horseshoe Bend 0 0 0 755,000 0.0%

Expenses (1,108,399) (2,709,480) (11,714,550) (9,529,203) -18.7%

Expense (1,108,399) (2,709,480) (11,714,550) (9,529,203) -18.7% 40-480-9800 Public Works - Streets (39,465) (26,630) (75,000) (50,000) -33.3% 40-480-9805 Public Works (7,275) (81,031) (55,000) (100,000) 81.8% 40-480-9810 Public Safety - Fire (95,040) (348,388) (192,000) (162,000) -15.6% 40-480-9815 Public Safety - Police (192,820) (107,799) (100,000) (105,953) 6.0% 40-480-9820 Community Services 0 (5,590) 0 (182,500) 0.0% 40-480-9825 Community Development 0 0 0 (35,000) 0.0% 40-480-9830 General Government (253,774) (91,309) (134,050) (70,000) -47.8% 40-480-9850 Horseshoe Bend 0 0 0 (163,000) 0.0% 40-480-9896 Interest Expense (1,364) (1,484) (1,500) (1,500) 0.0% 40-480-9953 Airport Equipment (10,921) 0 0 0 0.0% 40-485-9800 Public Works - Streets (51,055) (565,330) (2,980,000) (220,000) -92.6% 40-485-9805 Public Works (146,697) (176,853) (1,275,000) (170,000) -86.7% 40-485-9815 Public Safety - Police 0 0 (10,000) 0 -100.0% 40-485-9820 Community and Recreation

Services 0 0 0 (130,000) 0.0%

40-485-9825 Community Development (143,457) (436,873) (2,535,000) (350,000) -86.2% 40-485-9830 General Government 0 (17,294) (52,000) (40,000) -23.1% 40-485-9850 Horseshoe Bend 0 0 0 (2,326,000) 0.0% 40-485-9953 Airport Improvements (166,532) (807,998) (3,800,000) (4,338,000) 14.2% 40-485-9954 CDBG Expenses 0 0 (305,000) (246,000) -19.3% 40-485-9965 Airport Improvements 0 (21,452) (100,000) (114,125) 14.1% 40-485-9966 Airport Improvements 0 (21,450) (100,000) (725,125) 625.1%

+/- Net $1,623,474 ($193,765) ($1,776,550) ($1,028,757) -42.1%


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Airport Fund The Airport Fund is used track all airport operating transactions for the City of Page. FY 2019-20 Budget Highlights Significant changes are as follows:

• 91750 – Decrease based on previous years revenue. • Increase in Personnel costs due to additional of 1.00 FTE Maintenance Worker. • 2125 – Increase to add cost of exterior painting. • 2601 – Increase for additional vehicle assignment. • 9719 – Increase for scheduled Capital Projects.

Expenses$1,319,088

Revenues$550,500

Fund Summary FY2020Airport Fund

Charges for Services

Other Revenue

Operating

Personnel


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Title FY2017


FY2019 Budget

FY2020 Budget

% Change

46-Airport Fund Revenues 515,602 510,452 530,168 550,500 3.8%

Revenue 515,602 510,452 530,168 550,500 3.8% 46-38-91200 FBO Fuel 24,464 24,874 24,000 25,000 4.2% 46-38-91300 Land Lease 297,616 349,401 305,000 325,000 6.6% 46-38-91400 Auto Storage 5,430 4,229 6,000 5,000 -16.7% 46-38-91500 Aircraft Tie Downs 20,407 22,052 22,500 22,000 -2.2% 46-38-91600 Hangar Land Lease 65,178 9,682 65,000 65,000 0.0% 46-38-91700 Utilities 48,148 44,119 50,000 50,000 0.0% 46-38-91750 Custodial Services 944 944 2,000 1,000 -50.0% 46-38-91800 Maintenance Hangar 47,877 49,234 47,500 49,000 3.2% 46-38-92000 Building Maintenance 0 0 2,668 2,700 1.2% 46-38-99900 Miscellaneous Receipts 5,537 5,917 5,500 5,800 5.5%

Expenses (376,214) (334,833) (506,792) (1,319,088) 160.3%

Expense (177,672) (113,337) (201,792) (387,713) 92.1% 46-489-1101 Salaries (46,213) (1,741) (18,200) (51,557) 183.3% 46-489-1105 Overtime (358) 0 0 (300) 0.0% 46-489-1201 Industrial Insurance (1,673) (43) (1,000) (2,381) 138.1% 46-489-1202 Medical Insurance (6,201) (13) 0 (17,802) 0.0% 46-489-1203 FICA (3,552) (133) (1,392) (3,627) 160.6% 46-489-1204 ASRS (4,278) 0 0 (4,246) 0.0% 46-489-2101 Operating Supplies (530) (499) (500) (500) 0.0% 46-489-2115 Equipment Repair/Maintenance (4,889) (613) (1,000) (1,000) 0.0% 46-489-2119 Office Equipment Leases 0 0 0 (1,600) 0.0% 46-489-2125 Buildings Repair & Maintenance (10,537) (8,323) (50,000) (175,000) 250.0% 46-489-2402 Cell Phones 0 (556) 0 0 0.0% 46-489-2404 Utilities (58,989) (73,106) (75,000) (75,000) 0.0% 46-489-2590 Contract Services (29,922) (16,053) (40,500) (40,000) -1.2% 46-489-2601 Fuel (1,565) (2,560) (2,000) (2,500) 25.0% 46-489-2603 Vehicle Repair/Maintenance (399) (481) (2,000) (2,000) 0.0% 46-489-2700 Travel, Meals and Schools (1,488) (425) (1,500) (1,500) 0.0% 46-489-2804 Subscriptions/Memberships (75) 0 (100) (100) 0.0% 46-489-2820 Airfield Maintenance (1,903) (3,691) (3,500) (3,500) 0.0% 46-489-9850 Liability & Property Insurance (5,100) (5,100) (5,100) (5,100) 0.0%

Transfer Out (198,542) (221,496) (305,000) (931,375) 205.4%

46-489-9718 Transfer To Debt Service (194,559) (200,046) (205,000) (206,250) 0.6% 46-489-9719 Transfer To Capital Fund (3,984) (21,450) (100,000) (725,125) 625.1%

+/- Net $139,388 $175,618 $23,376 ($768,588) -3387.9%


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Land Fund The Land Fund is used to track all land sale transactions for the City of Page. FY 2019-20 Budget Highlights Significant changes are as follows:

• Changes in revenue and expenses due to anticipated land sales.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

48-Land Fund Revenues 297,258 0 1,006,000 505,000 -49.8% 48-38-56000 Land Sales 288,600 0 1,000,000 500,000 -50.0% 48-38-90100 Interest Income 8,658 0 6,000 5,000 -16.7%

Expenses (297,258) 0 (1,000,000) (505,000) -49.5%

Transfer Out (297,258) 0 (1,000,000) (505,000) -49.5% 48-488-9715 Transfer To Capital Fund (297,258) 0 (1,000,000) (505,000) -49.5%

+/- Net $0 $0 $6,000 $0 -100.0%

Expenses$505,000

Revenues$505,000

Fund Summary FY2020Land Fund

Land SalesInterest on InvestmentsTransfer


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Cemetery Fund The Cemetery Fund is used to track all perpetual care and cemetery transactions for the City of Page. FY 2019-20 Budget Highlights Significant changes are as follows:

• 30250 - Increase in Perpetual Care revenue based on prior years’ revenue. • 9690 – Increase for small tool purchase due to division reorganization. • 9650 – Increase due to scheduled Capital equipment and projects.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

57-CemeteryFund Revenues 38,688 42,125 35,500 41,500 16.9% 57-39-30000 Sale of Cemetery Lots 9,347 10,636 8,500 10,000 17.6% 57-39-30250 Cemetery-Perpetual Care 9,802 10,359 9,000 11,000 22.2% 57-39-30500 Cemetery Labor 19,540 21,130 18,000 20,500 13.9%

Expenses (21,957) (14,866) (66,300) (146,300) 120.7%

Expense (6,117) (14,866) (11,300) (21,300) 88.5% 57-456-9690 Miscellaneous Expense (640) (7,828) (5,000) (15,000) 200.0% 57-456-9925 Utilities (5,477) (7,038) (6,300) (6,300) 0.0% Transfer Out (15,840) 0 (55,000) (125,000) 127.3%

57-456-9650 Transfer to Capital Fund (15,840) 0 (55,000) (125,000) 127.3%

+/- Net $16,731 $27,259 ($30,800) ($104,800) 240.3%

Expenses$146,300

Revenues$41,500

Fund Summary FY2020Cemetery Fund

Grants and ContributionsCharges for ServicesOperatingTransfer


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IX. Fiduciary Funds Volunteer Fire Pension Fund The City of Page has several volunteer firefighters. These volunteers/reserves serve the community and assist the full-time department as needed with fire and rescue calls. This fund is created as a fiduciary fund that tracks the pension contributions that the volunteers and the City make into the plan. FY 2019-20 Budget Highlights Significant changes are as follows:

• 99700 – Increase based on prior years’ data. • 99710 – Increase based on prior years’ data. • 2852 – Increase based on anticipated withdrawals. • 2584 – Decreased based on prior years’ data.

Title FY2017


FY2019 Budget

FY2020 Budget

% Change

72-Fire Pension Fund Revenues 119,222 79,531 92,800 94,200 1.5%

Revenue 119,222 79,531 92,800 94,200 1.5% 72-33-50000 Fire Pension Revenue 20,190 17,746 20,000 20,000 0.0% 72-39-90100 Interest Income 19,781 20,423 16,000 16,000 0.0% 72-39-99120 Unrealized Gain Or Loss 72,643 32,206 50,000 50,000 0.0% 72-39-99700 City Contributions 1,239 2,342 1,500 2,000 33.3% 72-39-99710 Employee Contributions 3,064 4,778 3,000 4,000 33.3% 72-39-99715 Misc FF Contributions 2,305 2,036 2,300 2,200 -4.3%

Expenses (62,237) (105,291) (46,000) (75,400) 63.9%

Expense (62,237) (105,291) (46,000) (75,400) 63.9% 72-428-2852 Pension Payments (57,853) (102,667) (35,000) (72,400) 106.9% 72-428-2854 Fiscal Agent Fees (4,385) (2,624) (11,000) (3,000) -72.7%

+/- Net $56,984 ($25,760) $46,800 $18,800 -59.8%

Expenses$75,400

Revenues$94,200

Fund Summary FY2020Firefighter Pension Fund

Operating

Other Revenue


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X. Debt Debt Service Fund Debt Service Fund is a separate fund within the City’s chart of accounts designed to manage the accelerated repayment of outstanding debt and enhance the City’s capacity to fluently function. This strategy results in a stabilization policy which budgets predictable revenue streams for paying annual debt service payments in order to remain within the City’s legal debt limits. Starting in FY2015, the City of Page placed building the Debt Service Fund as a primary focus.

FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

20-Debt Service Fund Beginning Fund Balance 2,806,263 5,170,665 6,949,996 7,557,608

Revenue 139,850 205,478 158,000 173,000 Interest Income 20,535 88,165 40,000 55,000 Garbage-Bond Debt 119,315 117,313 118,000 118,000

Transfer In 3,613,332 2,967,287 3,317,000 3,750,250

Transfer from Airport Fund 194,559 200,046 205,000 206,250

Transfer from General Fund 3,186,677 2,627,133 2,968,000 3,400,000

Transfer from Garbage Fund 138,934 140,108 144,000 144,000 Transfer from Sewer Fund 93,162 0 0 0

Expense (1,388,780) (1,393,433) (1,399,388) (3,024,700)

Administration Fees (2,250) (2,250) (2,250) (2,250) Interest/Fiscal Charge-Airport (12,814) (15,049) (16,000) (16,000) Principal-Airport (184,329) (184,997) (189,000) (190,250) Interest-2011 Bond Restructure (414,388) (391,138) (367,138) (336,200) Principal-2011 Bond Restructure (775,000) (800,000) (825,000) (855,000) Payment to PUE 0 0 0 (1,625,000)

Transfer Out 0 0 (1,468,000) (1,140,780) Transfer to General Fund 0 0 (1,468,000) (1,140,780) +/- Net 2,364,402 1,779,331 607,612 (242,230)

Ending Fund Balance 5,170,665 6,949,996 7,557,608 7,315,378


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Total Debt

FY2016 FY2017 FY2018 FY2019 FY20202019 John Deere Precision Cut Mower 49,8412019 John Deere Rough Cut Mower 56,7542011 Pierce Pumper 148,078 75,280 - - -2016 John Deere Mower 53,688 41,683 29,262 16,430Accrued Compensated Absences 1,040,488 987,251 1,231,245 1,257,671 1,351,671Airport 2004 Series Bond 943,520 759,190 574,193 387,794 197,492PSPRS Unfunded Liability 4,066,616 4,025,166 2,856,048 1,748,048 987,2682011 Series Bond 9,764,837 8,520,000 7,720,000 6,895,000 6,040,000

-

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000Total Long-Term Debt by Year

AccruedCompensated Absences

UnfundedPSPRSLiability

AirportSeries 2004

Series 2011Bond

2016 JohnDeereMower

2019 JohnDeere Rough

Mower

2019 JohnDeere

PrecisionMower

10-General Fund 20-Debt Service 40-Capital Projects FundPrincipal 1,140,780 190,250 855,000 12,800 9,030 7,930Interest 16,000 336,200 700 1,900 1,669Additions 104,000Total 104,000 1,140,780 206,250 1,191,200 13,500 10,930 9,599

104,000

1,140,780

206,250

1,191,200

13,500 10,930 9,599 -

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

FY2020 Long-Term Liability Payments


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Notes Payable In FY2000, the Electric Fund provided a loan to the General Fund and the current balance of the loan is $1,625,000. The original loan agreement stated the loan was to be paid back to the Electric Fund within one year, but at the end of FY2019 was still outstanding. City leaders have budgeted to clear up this debt in FY2020. Capital Leases The City leased a 2016 John Deere Mower for 60 months starting October 2016. Balance of lease at beginning of FY2019 is $41,646.

Accrued Compensated Absences Per Governmental Accounting Standards Board, the city accounts for accrued compensated absences liabilities.

Actual2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Actual2017

Actual2018

Budget2019

Budget2020

2019 JD Precision Cut Mower 49,8412019 JD Rough Cut Mower 56,7542016 JD Mower 53,688 41,683 29,262 16,4302011 Pierce Pumper 431,782860,459612,363468,523344,412223,284148,078 75,280 - - -PUE Capital Leases 136,456 78,747 18,545 - - - - - -

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000Capital Leases by Year

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

Actual 2010

Actual 2011

Actual 2012

Actual 2013

Actual 2014

Actual 2015

Actual 2016

Actual 2017

Actual 2018

Budget 2019

Budget 2020

Future 2021

Future 2022

Future 2023

Future 2024

Accrued Compensated Absences

Accrued Compensated Absences Linear (Accrued Compensated Absences)


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Unfunded Public Safety Personnel Retirement Systems Liability

Assessed Value of Real Property Assessed value of real property based on Secondary Net Assessed Valuation

(1,000,000)

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,00020

03

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Unfunded PSPRS Liability by Year and Projections

Total Police Fire Linear (Total) Linear (Police) Linear (Fire)

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Assessed Value of Real Property

Assessed Value of Real Property Linear (Assessed Value of Real Property)


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Bonds The City of Page has two Bonds, one general obligation and one revenue obligation bond. General Obligation Bond Prior to fiscal year 2007, under Arizona law, cities could issue general obligation bonds for purposes of water, sewer, artificial light, open space preserves, parks, playgrounds, and recreational facilities, up to an amount not exceeding 20% of a City's Secondary Net Assessed Valuation. In fiscal year 2007, Arizona voters approved an amendment to the Arizona Constitution to allow cities to include debt for the acquisition and development of public safety, law enforcement, fire and emergency facilities, and streets and transportation facilities in the 20% debt limit. General Obligation Bonds for all other purposes may be issued up to an amount not exceeding 6% of Secondary Net Assessed Valuation. No Bond Debt is applicable to the 20% Limit.

The Series 2004 Bond is a General Obligation Bond used for the lease purchase of our Municipal Airport Terminal. This lease has a 3.868% variable interest rate. Principal and interest payments are due semi-annually with a bond maturity date of February 1, 2021. This bond has a 6% bond debt limit and is showing the Airport revenue based on an average of the past five years.

0

5,000,000

10,000,000

15,000,000

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Bond Debt Applicable to 20% Limit

General Obligation Bonds Outstanding Legal Debt Limitation

-1,000,000

1,000,000

3,000,000

5,000,000

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Debt Applicable to 6% Limit

General Obligation Bonds Outstanding Legal Debt Limitation

FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022Reserve Fund 121,953 94,398 75,784 66,484 57,184 47,884 38,584 0Airport Net Position 377,256 369,299 337,931 397,115 328,376 162,787 450,000 460,000Total Debt Service 192,062 196,983 197,142 200,046 203,362 203,098 199,181 0

-

100,000

200,000

300,000

400,000

500,000

600,000Airport Series 2004 Bond Coverage and Requirements


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Revenue Obligation Bond

The 2011 Series Bonds requires revenues generated to be at least 2.00 times the Total Debt Service for the year, less Golf, Rescue, Business Registration Fees, Vehicle License Tax, Interest Income, Transfers, and Attorney Fees Reimbursement revenue.

The Series 2011 Bond is a Revenue Obligation Bond that was restructured from the Series 1999 Bond debt using a variable interest rates ranging from 2% to 5%. Semi-Annual interest installments have been made beginning in January 2013. Beginning in July 2013, annual principal installments were added. This bond matures July 1, 2026. The minimum debt coverage ratio is 2.00.

15.94

11.94

9.77 9.9911.28

12.4411.57 12.14 12.76 13.39

2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00

0.000.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

2011 Series Bond Coverage and Requirements

*Bond Coverage Minimum *Reinstated amounts


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XI. Summary of Inter-Fund Transfers

FY2017 Actual

FY2018 Actual

FY2019 Budget

FY2020 Budget

% Change

10-General Fund (5,027,677) (3,610,484) (2,971,000) (3,515,220) 18.3% Transfer from Other Funds 26,326 16,649 1,497,000 1,169,780 -21.9% Transfer to Capital Fund (1,522,511) (1,000,000) (1,500,000) (1,500,000) 0.0% Transfer to Community Development (344,815) 0 0 0 0.0% Transfer to Debt Service (3,186,677) (2,627,133) (2,968,000) (3,400,000) 14.6% Transfer from Horseshoe Bend 0 0 0 215,000 0.0%

15-Highway User Revenue Fund (78,806) (591,960) (3,055,000) (135,000) -95.6% Transfers to Capital Projects (78,806) (591,960) (3,055,000) (135,000) -95.6%

20-Debt Service Fund 3,613,332 2,967,287 1,849,000 2,609,470 41.1% Transfer from Airport Fund 194,559 200,046 205,000 206,250 0.6% Transfer from General Fund 3,186,677 2,627,133 2,968,000 3,400,000 14.6% Transfer from Garbage Fund 138,934 140,108 144,000 144,000 0.0% Transfer from Sewer Fund 93,162 0 0 0 0.0% Transfer to General Fund 0 0 (1,468,000) (1,140,780) -22.3%

25-Miscellaneous Grants (26,326) (16,649) (29,000) (29,000) 0.0% Transfer to General Fund (26,326) (16,649) (29,000) (29,000) 0.0%

40-Capital Project Fund 2,444,428 1,613,410 5,710,000 3,745,125 -34.4% Transfer from Airport 3,984 21,450 100,000 725,125 625.1% Transfer from General Fund 1,522,511 1,000,000 1,500,000 1,500,000 0.0% Transfer from Land 297,258 0 1,000,000 505,000 -49.5% Transfer from Other Funds 526,029 0 0 0 0.0% Transfer from HURF 78,806 591,960 3,055,000 135,000 -95.6% Transfer from Cemetery 15,840 0 55,000 125,000 127.3% Transfer from Horseshoe Bend 0 0 0 755,000 0.0%

42-Community Development (181,215) 0 0 0 0.0% Transfer from General Fund 344,815 0 0 0 0.0% Transfer to Capital Projects (526,029) 0 0 0 0.0%

45-Horseshoe Bend Fund 0 0 0 (970,000) 0.0% Transfer to Capital Projects 0 0 0 (755,000) 0.0% Transfer to General Fund 0 0 0 (215,000) 0.0%

46-Airport Fund (198,542) (221,496) (305,000) (931,375) 205.4% Transfer to Capital Fund (3,984) (21,450) (100,000) (725,125) 625.1% Transfer to Debt Service (194,559) (200,046) (205,000) (206,250) 0.6%

48-Land (297,258) 0 (1,000,000) (505,000) -49.5% Transfer to Capital Fund (297,258) 0 (1,000,000) (505,000) -49.5%

52-Sewer (93,162) 0 0 0 0.0% Debt Service Paid to City of Page (93,162) 0 0 0 0.0%

53-Garbage (138,934) (140,108) (144,000) (144,000) 0.0% Transfer to Debt Service (138,934) (140,108) (144,000) (144,000) 0.0%

57-Cemetery (15,840) 0 (55,000) (125,000) 127.3% Transfer to Capital Fund (15,840) 0 (55,000) (125,000) 127.3%

Grand Total 0 0 0 0 0.0%


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XII. Summary of Authorized Full Time Staff

FY2018 FTE

Budget FY2019 FTE

Budget FY2020 FTE

Budget City of Page 113.67 120.80 159.99

City Administration 1.00 2.00 2.00 401 City Administration 1.00 2.00 2.00

City Attorney 1.50 1.63 1.63 405 City Attorney 1.50 1.63 1.63

City Clerk 1.50 2.00 2.00 404 City Clerk 1.50 2.00 2.00

City Council 0.00 0.00 0.00 402 City Council 0.00 0.00 0.00

Community Development 6.00 6.00 6.00 445 Planning/Zoning 2.00 1.00 1.00 446 Building & Code Compliance 2.00 2.00 2.00 447-Community Dev-Economic Development 2.00 3.00 3.00 486 Community Development 0.00 0.00 0.00

Community & Recreation Services 20.78 23.69 21.59 408 Community Serv Admin 1.00 1.00 1.00 410 Community Center 3.03 3.52 5.07 444 Library 9.42 10.35 6.41 462 Parks & Trails Maintenance 4.49 5.47 5.46 465 Recreation 2.84 3.35 3.65

Finance 6.00 5.00 5.00 441 Human Resources 2.00 1.00 1.00 442 Finance 4.00 4.00 4.00

Fire 21.00 21.00 21.00 427 Fire Dept. 21.00 21.00 21.00

Golf Course 0.00 0.00 14.27 463-Golf Course Clubhouse 0.00 0.00 7.29 468-Golf Maintenance 0.00 0.00 6.98

Horseshoe Bend 0.00 0.00 21.75 450-Horseshoe Bend 0.00 0.00 21.75

Information Technology 3.00 3.00 3.00 455 Information Tech 3.00 3.00 3.00

Magistrate 5.84 5.44 5.44 443 Magistrate Court 5.84 5.44 5.44

Police 33.55 36.55 38.58 420 Police Dept Admin 3.00 4.00 4.00 421 Patrol 20.25 21.25 21.25 422 Communications 7.30 7.30 9.33 426 Investigations 3.00 4.00 4.00

Public Works 13.50 14.50 17.73 415-Corrals 0.00 0.00 1.00 448 Central Garage 2.00 2.00 2.00 457 Building Maintenance 4.00 4.00 4.00 460 Public Works Admin 7.25 8.25 9.24 489 Airport 0.25 0.25 1.49

Page Utility Enterprises 38.00 38.00 38.00 Enterprise 38.00 38.00 38.00

50 Electric 19.00 19.00 19.00 51 Water / 52 Sewer 19.00 19.00 19.00

Grand Total 146.67 153.80 192.99


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Changes in FTE City Administration

FY2018

FTE Budget

FY201 FTE

Budget

FY2020 FTE

Budget City Administration

401 City Administration 1.00 2.00 2.00 Administrative Assistant 0.00 0.00 0.00 Executive Assistant 0.00 1.00 1.00 City Manager 1.00 1.00 1.00

455 Information Technology 3.00 3.00 0.00

IT Director 1.00 1.00 0.00 IT Specialist 1.00 1.00 0.00 IT Technician 1.00 1.00 0.00

46-489 Airport 0.25 0.00 0.00

Airport Director 0.25 0.00 0.00 Maintenance Worker 0.00 0.00 0.00

Grand Total 4.25 5.00 2.00 FY2020 Changes Moved 455 Information Technology to separate department from City Administration in FY2020.


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Community and Recreation Services Changes

FY2018

FTE Budget

FY2019 FTE

Budget

FY2020 FTE

Budget Community and Recreation Services

408 Community and Recreation Service Administration 1.00 1.00 1.00

Community Service Director 1.00 1.00 1.00 410 Community Center 2.24 3.52 5.07

Community Center Manager 0.00 0.00 1.00 Community Center Aide 0.00 0.68 1.71 Cooks Assistant 0.75 0.75 0.75 Kitchen Supervisor/Cook 1.00 1.00 1.00 Substitute Cook Assistant 0.00 0.12 0.12 Transportation Aide 0.49 0.49 0.49 Program Coordinator 0.00 0.49 0.00

444 Library 9.68 10.35 6.41 Library Manager 0.00 0.00 1.00 Library Specialist 0.00 0.00 1.00 Children's Coordinator 1.00 1.00 1.00 Circulation Assistant 1.79 1.79 0.00 Circulation Lead 0.00 1.00 0.00 Library Aide 3.10 3.58 2.22 Library Assistant 1.00 1.00 0.00 Library Outreach Coordinator 0.79 0.79 0.00 Reference Assistant 1.00 0.00 0.00 Reference Librarian 1.00 1.00 1.00 Seasonal Aides 0.00 0.19 0.19

465 Recreation 2.48 3.25 3.65 Maintenance Worker 0.49 0.68 0.00 Recreation Assistant 0.99 1.41 2.48 Recreation Division Manager 1.00 1.00 1.00 Camp Lead 0.00 0.07 0.07 Camp Counselor 0.00 0.10 0.10

462 Park and Trail Maintenance 4.49 5.47 5.46 Maintenance Worker 2.49 3.47 3.46 Maintenance Worker Lead 1.00 1.00 1.00 Parks & Trails Managers 1.00 1.00 1.00

Grand Total 20.78 23.69 21.59 FY2020 Changes Reclassified Circulation Assistant to Library Specialist Additions

- Added Community Center Manager. - Added two part-time aides to Community Center. - Added one part-time Recreation Assistant to Recreation and increase from 0.68 FTE to 0.74 FTE. - Increased one part-time Recreation Assistant from 0.74 FTE to 1.00 FTE.

Reductions in workforce

- Removed Program Coordinator position from Community Center. - Added new position (Program Coordinator) to Community Center. - Removed one part-time Circulation Assistant. - Removed one full-time Circulation Lead. - Removed 1.36 FTE from Library Aides. - Removed Library Assistant. - Removed Library Outreach Coordinator. - Removed part-time Maintenance Worker from Recreation.


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New Divisions Added to Community and Recreation Services in FY2020

FY2018

FTE Budget

FY2019 FTE

Budget

FY2020 FTE

Budget Community and Recreation Services

463 Golf Course Clubhouse 0.00 0.00 7.29

Food Service Worker 0.00 0.00 1.00 Golf Manager 0.00 0.00 1.00 Pro Shop Associate 0.00 0.00 1.00 Seasonal Cart Service 0.00 0.00 1.54 Seasonal Food Service Worker 0.00 0.00 0.40 Seasonal Pro Shop Associate 0.00 0.00 1.35 Superintendent 0.00 0.00 1.00

468 Golf Course Maintenance 0.00 0.00 6.98

Assistant Superintendent 0.00 0.00 1.00 Equipment Operator 0.00 0.00 1.74 Equipment Supervisor 0.00 0.00 1.00 Irrigation Tech I 0.00 0.00 1.00 Pesticide Tech I 0.00 0.00 1.00 Seasonal Equip. Operator 0.00 0.00 1.24

450 Horseshoe Bend 0.00 0.00 21.75 Cashier 0.00 0.00 5.00 Cashier-Finance 0.00 0.00 1.00 Director 0.00 0.00 0.75 Fee Facility Manager 0.00 0.00 1.00 Lead Cashier 0.00 0.00 2.00 Maintenance Worker 0.00 0.00 3.00 PT Cashier 0.00 0.00 2.00 Seasonal Parking Attendant 0.00 0.00 1.00 Security Guard 0.00 0.00 5.00 Streets Maintenance Worker 0.00 0.00 1.00

Grand Total 0.00 0.00 36.02


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Finance

FY2018

FTE Budget

FY2019 FTE

Budget

FY2020 FTE

Budget Finance

441 Human Resources 2.00 1.00 1.00 Human Resources Coordinator 1.00 0.00 0.00 Human Resources Director 1.00 0.00 0.00 Human Resources Administrator 0.00 1.00 0.00 Human Resources/Risk

Manager 0.00 0.00 1.00

442 Finance 4.00 4.00 4.00 Account Clerk 1.00 1.00 1.00 Account Clerk Senior 1.00 1.00 1.00 Finance Analyst 1.00 1.00 1.00 Finance Director 1.00 1.00 1.00

Grand Total 6.00 5.00 5.00

FY2020 Changes

- Reclassified Human Resources Administrator to Human Resources/Risk Manager.


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Police

FY2018

FTE Budget

FY2019 FTE

Budget

FY2020 FTE

Budget Police

420 Police Department Administration 3.00 4.00 4.00 Chief of Police 1.00 1.00 1.00 Administrative Assistant 1.00 0.00 0.00 Records Clerk 1.00 2.00 2.00 Executive Management Assistant 0.00 1.00 1.00

421 Patrol 21.25 21.25 21.25

Animal Control Officer 1.00 1.00 1.00 Patrol Lieutenant 1.00 1.00 1.00 Patrol Officer 17.25 15.25 15.25 Patrol Sergeant 2.00 3.00 3.00 School Resource Officer 0.00 1.00 1.00

422 Communications 7.11 7.30 9.33

Communication Specialist 6.11 6.30 8.33 Dispatch Supervisor 1.00 1.00 1.00

426 Investigations 3.00 4.00 4.00

Support Lieutenant 1.00 1.00 1.00 Detective 1.00 1.00 1.00 Investigator 0.00 1.00 0.00 Sergeant 0.00 0.00 1.00 Evidence Technician 1.00 1.00 1.00

Grand Total 34.36 36.55 38.58

FY2020 Changes One Detective changed to Sergeant. Additions

- Added two full-time Communication Specialists.


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Public Works

FY2018

FTE Budget

FY2019 FTE

Budget

FY2020 FTE

Budget Public Works

460 Public Works Administration 7.25 8.25 9.24 Public Works Director 1.00 1.00 1.00 Public Works Manager 1.00 1.00 1.00 Office Manager 1.00 1.00 1.00 Streets Supervisor 1.00 1.00 1.00 Streets Maintenance Worker 3.25 4.25 5.24

448 Central Garage 2.00 2.00 2.00

Auto Technician 1.00 1.00 1.00 Heavy Equipment Technician 1.00 1.00 1.00

457 Building Maintenance 4.00 4.00 4.00

Custodian 1.00 1.00 1.00 Electrician 1.00 0.00 0.00 Maintenance Worker Lead 0.00 0.00 1.00 Maintenance Worker 2.00 3.00 2.00

46-489 Airport 0.25 0.25 1.49

Administrative Assistant 0.00 0.00 0.49 Maintenance Worker 0.00 0.00 1.00 Airport Director 0.25 0.25 0.00

415 Corrals 0.00 0.00 1.00 Maintenance Worker 0.00 0.00 1.00

Grand Total 13.50 14.50 17.73

FY2020 Changes Changed one Maintenance Worker to Maintenance Worker Lead in Building Maintenance. Additions

- One full-time Streets Maintenance Workers. - One full-time Maintenance Worker to Airport - One part-time Administrative Assistant to Airport - One Maintenance Worker in new Corral division.

Reduction in workforce

- Removed part-time Airport Director.


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XIII. Schedules and Summaries

XI. Schedules and Summaries ........................................................................................................................... 206

Budget Resolution .............................................................................................................................................. 207

Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses ...................... 209

Schedule C - Revenues Other Than Property ............................................................................................... 210

Schedule D - Other Financing Sources/<Uses> and Interfund Transfers ................................................. 212

Schedule E - Expenditures/Expenses by Fund ............................................................................................. 213

Schedule F - Expenditures/Expenses by Department ................................................................................. 214

Schedule G - Summary Schedule of Estimated Revenues and Expenditures/Expenses ...................... 217

XII. Glossary .......................................................................................................................................................... 218


207 | P a g e

Budget Resolution


208 | P a g e


209 | P a g e

Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses

Fisc

al

Year

Gen

eral

Fun

dSp

ecia

l Rev

enue

Fu

ndD

ebt S

ervi

ce F

und

Cap

ital P

roje

cts

Fund

Perm

anen

t Fu

ndEn

terp

rise

Fund

s Av

aila

ble

Inte

rnal

Se

rvic

e Fu

nds

Tota

l All

Fund

s

2019

Adop

ted/

Adju

sted

Bud

gete

d Ex

pend

iture

s/Ex

pens

es*

E1

15,2

43,4

805,

216,

049

1,39

9,38

811

,714

,550

57,3

0014

,642

,197

048

,272

,964

2019

Actu

al E

xpen

ditu

res/

Expe

nses

**

E2

12,3

23,8

395,

042,

723

1,22

9,64

97,

443,

827

41,1

2314

,803

,786

040

,884

,947

2020

Fund

Bal

ance

/Net

Pos

ition

at J

uly

1***

3

0

2020

Prim

ary

Prop

erty

Tax

Lev

yB

40

0

2020

Seco

ndar

y Pr

oper

ty T

ax L

evy

B5

0

2020

Estim

ated

Rev

enue

s O

ther

than

Pro

pert

y Ta

xes

C

616

,637

,393

7,71

5,47

217

3,00

04,

755,

321

135,

700

19,6

01,7

170

49,0

18,6

03

2020

Oth

er F

inan

cing

Sou

rces

D

70

00

00

00

0

2020

Oth

er F

inan

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(Use

s)

D8

00

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00

2020

Inte

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In

D9

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00

3,75

0,25

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745,

125

00

08,

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155

2020

Inte

rfun

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ansf

ers

(Out

)

D10

4,90

0,00

01,

600,

375

1,14

0,78

00

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1,11

4,00

00

8,88

0,15

5

2020

Red

uctio

n fo

r Am

ount

s N

ot A

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ble:

11

LESS

:Am

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s fo

r Fut

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Deb

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0

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ject

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Fund

Bal

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for F

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Sta

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y0 0 0

2020

Tota

l Fin

anci

al R

esou

rces

Ava

ilabl

e12

13,1

22,1

736,

115,

097

2,78

2,47

08,

500,

446

10,7

0018

,487

,717

049

,018

,603

2020

Bud

gete

d Ex

pend

iture

s/Ex

pens

esE

1314

,913

,173

6,48

0,83

93,

024,

700

9,52

9,20

396

,700

17,5

75,7

940

51,6

20,4

09

EXPE

ND

ITU

RE

LIM

ITAT

ION

CO

MPA

RIS

ON

2019

2020

1B

udge

ted

expe

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res/

expe

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48,2

72,9

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51,6

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2Ad

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stim

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net

reco

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expe

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adj

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r rec

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item

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51

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Less

: est

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the

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nditu

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48,2

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51,6

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6EE

C e

xpen

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mita

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33,9

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34,6

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X * ** ***

Amou

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pres

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/Net

Pos

ition

am

ount

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for a

mou

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form

(e.g

., pr

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App

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The

city

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vied

. Th

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has

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itted

.

City

of P

age

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mar

y Sc

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f Est

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even

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and

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yea

r.


210 | P a g e

Schedule C - Revenues Other Than Property

ESTIMATED REVENUES

ACTUAL REVENUES*

ESTIMATED REVENUES

2019 2019 2020GENERAL FUND

Local taxesCity Sales Tax $ 11,200,000 $ 12,270,000 $ 12,000,000

Licenses and permitsFranchise Fees 243,000 252,796 240,000License & Permits 276,675 228,887 277,600

IntergovernmentalState Sales Tax 754,194 736,514 793,729Vehicle License Tax 386,492 345,515 400,966State Shared Revenue 932,860 919,090 999,698Miscellaneous County Revenue 346,320 346,500 346,500

Charges for servicesCity Services 665,500 141,862 162,000Property Leases 69,500 68,741 77,700Rescue Services 876,000 783,240 876,000

Fines and forfeitsCourt Fines 262,500 248,270 242,200Library Services 38,000 29,217 34,000

Interest on investmentsInterest 80,000 263,136 175,000

MiscellaneousMiscellaneous Revenue 15,000 26,050 12,000

Total General Fund $ 16,146,041 $ 16,659,818 $ 16,637,393

SPECIAL REVENUE FUNDS

Highway User $ 852,903 $ 714,551 $ 919,312JCEF Fund 5,050 4,853 4,550Airport 530,168 524,079 550,500Golf Fund 654,000Substance Abuse $ 4,000 $ 23,380 $ 4,000Miscellaneous Grants 4,659,000 4,266,783 5,074,500Miscellaneous Donations 3,700 3,025 3,610Land Sales 1,006,000 52,000 505,000

Total Special Revenue Funds $ 7,060,821 $ 5,588,671 $ 7,715,472

* Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year.

City of PageRevenues Other Than Property Taxes

Fiscal Year 2020

SOURCE OF REVENUES


211 | P a g e

ESTIMATED REVENUES

ACTUAL REVENUES*

ESTIMATED REVENUES

2019 2019 2020 DEBT SERVICE FUNDS

Debt Service $ 158,000 $ 194,397 $ 173,000

Total Debt Service Funds $ 158,000 $ 194,397 $ 173,000

CAPITAL PROJECTS FUNDS

Airport Improvements $ 3,876,000 $ 573,159 $ 4,452,125CDBG 305,000 105,875 246,000Misc Capital Grants 47,000 87,300 57,196

Total Capital Projects Funds $ 4,228,000 $ 766,334 $ 4,755,321

PERMANENT FUNDS

Fire Pension $ 92,800 $ 75,927 $ 94,200Cemetery 35,500 37,000 41,500

Total Permanent Funds $ 128,300 $ 112,927 $ 135,700

ENTERPRISE FUNDS

Electric $ 8,558,365 $ 9,357,858 $ 8,883,286Water 1,946,400 2,000,689 1,981,400Sewer 1,951,590 1,875,906 1,944,590Garbage 768,144 813,942 792,441

$ 13,224,499 $ 14,048,395 $ 13,601,717

Horseshoe Bend $ $ $ 6,000,000$ $ $ 6,000,000

Total Enterprise Funds $ 13,224,499 $ 14,048,395 $ 19,601,717

INTERNAL SERVICE FUNDS

$ $ $

Total Internal Service Funds $ $ $

TOTAL ALL FUNDS $ 40,945,661 $ 37,370,542 $ 49,018,603

* Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year.

City of PageRevenues Other Than Property Taxes

Fiscal Year 2020

SOURCE OF REVENUES


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Schedule D - Other Financing Sources/<Uses> and Interfund Transfers

FUND SOURCES (USES) IN (OUT)GENERAL FUND From Miscellaneous Grants $ $ $ 29,000 $ To Capital Projects Fund 1,500,000 To Debt Service Fund 3,400,000 From Debt Service Fund 1,140,780 From Horseshoe Bend 215,000

Total General Fund $ $ $ 1,384,780 $ 4,900,000SPECIAL REVENUE FUNDSHighway User Fund to Capital Projects $ $ $ $ 135,000Misc Grants to General Fund 29,000Airport Fund to Capital Projects Fund 725,125Airport Fund to Debt Service Fund 206,250Land Fund to Capital Projects Fund 505,000

Total Special Revenue Funds $ $ $ $ 1,600,375DEBT SERVICE FUNDS From Airport Fund $ $ $ 206,250 $ From General Fund 3,400,000 From Refuse Fund 144,000 To General Fund 1,140,780

Total Debt Service Funds $ $ $ 3,750,250 $ 1,140,780CAPITAL PROJECTS FUNDS From Cemetery Fund $ $ $ 125,000 $ From Highway User Fund 135,000 From Airport Fund 725,125 From General Fund 1,500,000 From Land 505,000 From Horseshoe Bend 755,000

Total Capital Projects Funds $ $ $ 3,745,125 $PERMANENT FUNDSPerpetual Care Fund: $ $ $ $ To Capital Projects Fund 125,000

Total Permanent Funds $ $ $ $ 125,000ENTERPRISE FUNDSRefuse Fund: $ $ $ $ To Debt Service Fund 144,000Horseshoe Bend Fund: To Capital Fund 755,000 To General Fund 215,000

Total Enterprise Funds $ $ $ $ 1,114,000INTERNAL SERVICE FUNDS

$ $ $ $

Total Internal Service Funds $ $ $ $

TOTAL ALL FUNDS $ $ $ 8,880,155 $ 8,880,155

2020 2020

City of PageOther Financing Sources/(Uses) and Interfund Transfers

Fiscal Year 2020OTHER FINANCING INTERFUND TRANSFERS


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Schedule E - Expenditures/Expenses by Fund

ADOPTED BUDGETED

EXPENDITURES/EXPENSES

EXPENDITURE/EXPENSE

ADJUSTMENTS APPROVED

ACTUAL EXPENDITURES/

EXPENSES*

BUDGETED EXPENDITURES/

EXPENSES FUND/DEPARTMENT 2019 2019 2019 2020

GENERAL FUNDGeneral Government $ 6,684,437 $ $ 5,211,239 $ 6,017,119City Council 86,654 76,462 102,450City Services 901,241 1,310,026 1,355,173Fire Department 2,252,655 1,871,845 2,333,646Golf Course 41,390 38,947Police Department 3,438,846 2,694,075 3,613,920Public Works 1,838,257 1,121,245 1,392,101Corrals 98,764

Total General Fund $ 15,243,480 $ $ 12,323,839 $ 14,913,173SPECIAL REVENUE FUNDS

Airport $ 201,792 $ $ 119,901 $ 387,713Grants/Donations 4,738,857 4,405,162 5,107,726Highway User Revenue 220,400 490,829 920,400JCEF 40,000 15,119 40,000Substance Abuse 15,000 11,712 25,000

Total Special Revenue Funds $ 5,216,049 $ $ 5,042,723 $ 6,480,839DEBT SERVICE FUNDS

Debt Service $ 1,399,388 $ $ 1,229,649 $ 3,024,700

Total Debt Service Funds $ 1,399,388 $ $ 1,229,649 $ 3,024,700CAPITAL PROJECTS FUNDS

Capital Projects/Equipment $ 11,714,550 $ $ 7,443,827 $ 9,529,203

Total Capital Projects Funds $ 11,714,550 $ $ 7,443,827 $ 9,529,203PERMANENT FUNDS

Cemetery $ 11,300 $ $ 10,768 $ 21,300Fire Pension 46,000 30,355 75,400

Total Permanent Funds $ 57,300 $ $ 41,123 $ 96,700ENTERPRISE FUNDS

Electric/Water/Sewer/Refuse $ 14,642,197 $ $ 14,471,165 $ 14,507,047Horseshoe Bend 332,621 2,149,839Golf 918,908

Total Enterprise Funds $ 14,642,197 $ $ 14,803,786 $ 17,575,794INTERNAL SERVICE FUNDS

$ $ $ $

Total Internal Service Funds $ $ $ $TOTAL ALL FUNDS $ 48,272,964 $ $ 40,884,947 $ 51,620,409

*

Expenditures/Expenses by FundFiscal Year 2020

City of Page

Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.


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Schedule F - Expenditures/Expenses by Department

ADOPTED BUDGETED


EXPENDITURE/EXPENSE



EXPENSES*


EXPENSES 2019 2019 2019 2020

GENERAL FUND City Administration $ 254,357 $ $ 254,748 $ 252,277 City Attorney 220,285 200,586 238,043 City Clerk 215,218 183,222 224,803 City Council 86,654 76,462 102,450 Community Development 1,111,665 537,869 674,742 Community Dev-Bldg & Code Co 150,865 126,482 167,756 Community Dev-Planning & Zonin 411,344 113,530 365,561 Community Services Admin. 117,573 148,989 33,578 Community Services-Comm Ctr 121,418 127,772 235,462 Community Services-Library 539,106 454,464 389,086 Community Services-Recreation 240,717 202,306 317,967 Community Services -Park Maint 579,796 525,484 412,658 Community Services -Corrals 98,764 Finance 400,615 383,103 466,609 Fire Department 2,252,655 1,871,845 2,333,646 General Services 965,400 507,909 928,000 Golf Course Maintenance 41,390 38,947 Human Resource/Risk Mgt 1,937,929 1,899,516 1,707,791 Information Technology 471,659 467,122 528,211 Magistrate 427,527 388,163 429,748 Police Dept. Administration 344,263 322,827 382,755 Police Dept.-Communications 470,049 405,118 608,922 Police Dept.-Investigations 426,712 406,302 408,169 Police Dept.-Patrol 2,197,823 1,559,828 2,214,074 Public Works Administration 641,343 523,004 715,062 Public Works-Building Maint. 326,293 308,283 377,312 Public Works-Central Garage 290,825 289,958 299,727

Department Total $ 15,243,480 $ $ 12,323,839 $ 14,913,173

HORSESHOE BEND FUND

Horseshoe Bend Fund $ $ $ 332,621 $ 2,149,839

Department Total $ $ $ 332,621 $ 2,149,839

GOLF

Golf Administration $ $ $ $ 524,694Golf Maintenance 394,214

Department Total $ $ $ $ 918,908

HIGHWAY USER FUND

Highway User Fund $ 220,400 $ $ 490,829 $ 920,400

Department Total $ 220,400 $ $ 490,829 $ 920,400

SUBSTANCE ABUSE FUND

Substance Abuse $ 15,000 $ $ 11,712 $ 25,000


Expenditures/Expenses by DepartmentFiscal Year 2020

City of Page

DEPARTMENT/FUND


215 | P a g e

ADOPTED BUDGETED


EXPENDITURE/EXPENSE



EXPENSES*


EXPENSES 2019 2019 2019 2020

DEBT SERVICE FUND Debt Service $ 1,399,388 $ $ 1,229,649 $ 3,024,700


MISCELLANEOUS GRANTS Miscellaneous Grants $ 4,706,480 $ $ 4,394,367 $ 5,076,930


JCEF FUND JCEF Expenses $ 40,000 $ $ 15,119 $ 40,000


DONATION FUND Donation Account Expenses $ 32,377 $ $ 10,795 $ 30,796


CAPITAL PROJECTS FUND Federal Grants $ 4,305,000 $ $ 636,074 $ 4,584,000

State Grants 3,107,000 14,741 114,125 Capital Projects/Equipment 4,302,550 6,793,012 4,831,078


AIRPORT FUND Airport $ 201,792 $ $ 119,901 $ 387,713


CEMETERY FUND Cemetery $ 11,300 $ $ 10,768 $ 21,300


FIRE PENSION FUND Volunteer Fire Pension $ 46,000 $ $ 30,355 $ 75,400



City of Page

DEPARTMENT/FUND


216 | P a g e

ADOPTED BUDGETED


EXPENDITURE/EXPENSE



EXPENSES*


EXPENSES 2019 2019 2019 2020

PAGE ELECTRIC UTILITY FUND Electric $ 10,434,500 $ $ 10,562,959 $ 10,028,000


PAGE WATER FUND Water $ 1,791,118 $ $ 1,611,913 $ 1,854,600


PAGE SEWER FUNDSewer $ 1,726,113 $ $ 1,584,317 $ 1,906,775


PAGE REFUSE FUNDRefuse $ 690,466 $ $ 711,976 $ 717,672

.Department Total $ 690,466 $ $ 711,976 $ 717,672

*


City of Page

Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.

DEPARTMENT/FUND


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Schedule G - Summary Schedule of Estimated Revenues and Expenditures/Expenses

Full-

Tim

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923

$1,

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071

$1,

215,

983

$74

5,80

8$

9,56

3,78

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1.49

$51

,857

$4,

246

$17

,802

$6,

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$79

,914

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51

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4,24

617

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879

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ND


218 | P a g e

XIV. Glossary 1. Accrual Basis of Accounting: A method of accounting in which revenues are recorded when measurable

and earned, and expenses are recognized when a good or service is used. 2. ADA: Acronym that stands for Americans with Disabilities Act. A measure passed by the federal government

that became effective January 1994, that requires, among other things, the City to make all programs and facilities accessible to any handicapped person who asks for it.

3. Adopted Budget: A plan of financial operations approved by the City Council and established by resolution which reflects approved tax rates, estimates of revenues, expenditures, transfers, departmental objectives, and performance/workload indicators for a fiscal year.

4. ADOT: Acronym that stands for Arizona Department of Transportation. 5. Agency Funds: These funds account for assets held by an entity in a trustee capacity or as an agent for

individuals, private organizations, other governmental organizations, or other funds. This is a type of fiduciary fund.

6. AHCCCS: An acronym for "Arizona Health Care Cost Containment System." Arizona counties make a contribution to the State-managed AHCCCS system based on a formula proscribed by State law. The AHCCCS program provides indigent health care.

7. ALTCS: An acronym for "Arizona Long-Term Care System” which provides indigent long-term care. Counties make a contribution to ALTCS based on a formula established by State law.

8. Annual Financial Audit: The independent review of the financial position and reporting procedures of a local government entity.

9. Annualize: To calculate the full-year cost of any budget changes made mid-fiscal year for the purpose of adding that cost to a prepared annual budget.

10. Appropriation Ordinance: The official document adopted by the City Council establishing the legal authority to obligate and expend resources.

11. Appropriation: An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources.

12. ASRS: Acronym for Arizona State Retirement System, a state agency that administers a pension plan, long-term disability plan, retiree health insurance plans and other benefits to qualified government workers.

13. Assessed Valuation: A value that is established for real and personal property for use as a basis for levying property taxes. NOTE: The City of Page does not assess property tax at this time.

14. Assessment Ratio: The ratio at which the tax rate is applied to the tax base. 15. Asset: Resources owned or held by a government which have monetary value. 16. Attrition: A method of reducing personnel by not filling positions made vacant through resignation,

reassignment, transfer, retirement, termination, or means other than layoff. 17. Audit: Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to

express an opinion of whether the City's financial statements present fairly the City's financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a management letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices.

18. Balanced Budget: A budget where total expenditures do not exceed total revenues and other sources. 19. Basis of Accounting: A term used to refer to when revenues and obligations are recognized in the accounts

and reported in the financial statements. 20. Bond Refinancing: The payoff and re-issuance of bonds in order to obtain an improved interest rate and/or

bond conditions. 21. Bond: A long-term promise to repay a specified amount (on the face of the bond) on or by a particular date;

used primarily to finance capital projects. 22. Budget Amendment: A procedure to revise a budget appropriation either by City Council approval through

the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments, or by City Manager authorization to adjust appropriations within a departmental budget. These are discouraged.

23. Budget Basis: The form of accounting utilized throughout the budget process. The City's budget for general government is on the modified accrual basis. Revenues are recorded when they are both measurable and available. Liabilities are recognized when incurred (except for long-term debt which is carried in the general long-term debt account group). The City's accounting records for the Enterprise Funds are maintained on a full accrual basis; revenues are recognized when earned and expenses are recognized when incurred.

24. Budget Calendar: The schedule of key dates or milestones that the City follows during the preparation, adoption, and administration of the budget.


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25. Budget Carryforward: The departments are responsible for requesting and verifying carry-forward. Carryforwards are most frequently used during construction of large capital projects such as buildings, streets, and sewers.

26. Budget Document: This document is used to present a comprehensive financial program to the citizens of the City of Page, the City Council, and other interested parties.

27. Budget Message: The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period.

28. Budget Policies: General and specific guidelines that govern financial plan preparation and administration. 29. Budget: A financial plan for a specified period of time that matches planned revenues and expenditures to

municipal services. City of Page prepares a financial plan each fiscal year. A fiscal year beginning July 1. 30. Budgetary Basis: The basis of accounting used by a government agency to estimate financing sources and

uses in its budget, which are generally GAAP, cash, or modified cash accrual basis. 31. Budgetary Control: The control or management of a governmental unit or enterprise in accordance with an

approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues.

32. Budgeted Funds: Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body.

33. Capital Assets: Assets of a determined value ($5,000 or more for City of Page) which generally have an assigned useful life of several years; also called fixed assets.

34. Capital Expenditure: An expenditure used from a department’s operating budget for the acquisition of a capital asset. A capital asset is an item that costs $5,000 or more and has an assigned useful life of at least one year. Capital assets should be budgeted and itemized in the capital outlay object codes.

35. Capital Improvements Plan (CIP): A plan to provide for the maintenance or replacement of existing public facilities and assets and for the construction or acquisition of new ones.

36. Capital Improvements Plan Budget: A Capital Improvement Plan (CIP) Budget is a budget separate from the operating budget. Items in the CIP are usually construction or renovation projects designed to improve the value of the government assets. Examples of capital improvement projects include new roads, sewer lines, buildings, recreational facilities, and large scale remodeling.

37. Capital Project: A major construction, acquisition, or renovation activity which adds value to a government’s physical assets or significantly increases its useful life; also called a capital improvement.

38. Capital Projects Budget: A spending plan for improvements to or acquisition of city-owned land, facilities, and/or infrastructure. The capital budget (1) balances revenues and expenditures, (2) specifies the sources of revenues, (3) lists each project of acquisition, and (4) must ordinarily be approved by the legislative body.

39. Capital Projects Fund: A fund created to account for financial resources to be used for the acquisition, construction, or renovation of major capital facilities (other than those financed by proprietary funds, special assessment funds, and trust funds).

40. Capitalized Interest: A portion of the proceeds of an issue that is set aside to pay interest in the securities for a specified period of time. Interest is commonly capitalized for the construction period of a revenue producing project and sometimes for a period thereafter, so that debt service expense does not begin until the project is expected to be operational and producing revenues. Sometimes referred to as “funded interest.”

41. Carry Forward: Cash available at the end of the fiscal year. 42. Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or

decreased. 43. CDBG: Acronym that stands for Community Development Block Grant. A source of grant funding for a variety

of projects. 44. Chart of Accounts: A chart that assigns a unique number to each type of transaction (e.g., salaries or for

recording revenues and expenditures that fits the organizational structure and adheres to statutory and financial reporting requirements.

45. CIP: Acronym that stands for (1) Capital Improvements Program and (2) Construction in Progress. 46. City Sales Tax: A general excise tax levied on all applicable categories of sales expressed as a percentage of

the State Sales Tax. 47. Commodities: Expendable items that are consumable or have a short life span, such as office supplies,

gasoline, and small equipment. 48. Compensated Absences: Compensated absences are absences for which employees will be paid, such as

vacation, sick leave, or other leave. 49. Construction in Progress: Entry records tracking the cost of construction work, which is not yet completed

(typically, applied to capital budget items). A CIP item is not depreciated until the asset is placed in service.


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50. Consumer Price Index: A statistical description of price levels provided by the U.S. Department of Labor and used as a measure of the increase in the cost of living to reflect economic inflation.

51. Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

52. Contractual Services: Services rendered to a government by private firms, individuals, or other governmental agencies (e.g., rents, maintenance agreements, and professional consulting services).

53. Control Account or Control Group: The identity given to expenditure types, such as personnel costs, services and supplies, and capital outlay expenditures.

54. Debt Limitation: The limit set on the issuance of general obligation bonds per State constitution. For general municipal purposes, a municipality cannot incur a debt exceeding six percent of the assessed valuation of taxable property in the city. Additional bonds amounting to twenty percent of the assessed valuation of taxable property can be issued for supplying such specific city services as water, lights, sewers, development of open spaces, preserves, parks, playgrounds and recreational facilities. The City currently has no general obligation bonds.

55. Debt Service Fund Requirements: The amounts of revenue which must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule.

56. Debt Service Fund: A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

57. Debt Service: The amount of interest and principal that a City must pay each year on net direct long-term debt plus the interest it must pay on direct short-term debt.

58. Deferred Compensation Agency Fund: The City administered fund that is used to account for the monies held for employees who elect to make cash contributions, through payroll deduction, to a tax-deferred plan known as the 457 Plan.

59. Deficit: The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.

60. Department: A major administrative division of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area.

61. Depreciation: This is the amount of expense charged against earnings by an organization to write off the cost of a capital asset over its useful life, giving consideration to wear and tear, obsolescence and salvage value. If the expense is assumed to be incurred in equal amounts in each business period over the life of the asset, the depreciation method used is straight line (SL).

62. Designated Fund Balance: A portion of unreserved fund balance designated for a specific future use. 63. Direct Debt: The sum of the total bonded debt and any unfunded debt (i.e. short-term notes) of the City for

which the City has pledged its "full faith and credit." This does not include the debt of overlapping jurisdictions. 64. Employee Related Expenditures (ERE): The ERE included in the Adopted Budget are the City’s share of an

employee's fringe benefits and taxes. ERE provided by the City of Page include FICA (Social Security), Medicare, employee and dependent health insurance, dental, vision, unemployment, life insurance, retirement, and workers compensation.

65. Encumbrance: A reservation of funds for an anticipated expenditure prior to actual payment of that specific item. Funds usually are reserved or encumbered with a purchase order prior to the actual cash payment being disbursed.

66. Enterprise Fund: A proprietary fund established to account for governmental facilities and services that are entirely or predominantly self-supporting by user charges; or when the governmental unit has decided periodic determination of revenues earned, expenses, and/or net income is appropriate, (i.e., governmentally-owned utilities.)

67. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. 68. Expenditure Limitation: A state imposed limit placed on expenditures of the City. 69. Expenditure: A decrease in net financial resources. Expenditures include payment in cash for current

operating expenses, capital outlays and debt service. 70. Expense: Charges incurred for operations, maintenance, interest, or other charges. 71. Fees: Charges for direct receipt of a public service on the party receiving the service. 72. FEMA: Acronym that stands for Federal Emergency Management Agency. A federal agency that provides

funding for grants related to hazard mitigation. 73. FICA: Acronym for Federal Insurance Contributions Act, federal law that requires three separate taxes from

wages paid to employees. Comprised of Social Security tax, Medicare tax, and Medicare surtax (surtax for employees earning over $250,000 annually).

74. Fiduciary Fund: The trust and agency funds used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other government units and/or other funds.


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75. Financial Accounting Standards Board (FASB): This private, non-profit organization is responsible for determining standards of accounting principles. These principles are commonly referred to as the Generally Accepted Accounting Principles (GAAP).

76. Financial Plan: A parent document for the budget that establishes management policies, goals, and objectives for all programs within the City.

77. Fiscal Policy: A government agency’s adopted policy for managing revenues, spending, and debt related to the government services and programs it provides and its capital investment; fiscal policy establishes agreed-upon principles and guidelines for the planning and programming of government budgets and their funding.

78. Fiscal Year: The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Page has specified July 1 through June 30 as its fiscal year.

79. Fixed Assets: Assets of long-term character that is intended to continue or to be held or used, such as land, building, machinery, furniture and other equipment. The City has defined such assets as those with an expected life of more than one year and an acquisition cost of more than $5,000.

80. Full Accrual Accounting: A basis of accounting in which revenue is recognized when earned and expenses are recognized when incurred.

81. Full-Time Equivalent (FTE): A value equivalent to the number of employees paid full time (forty hours per week or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to a 0.5 FTE.

82. Function: A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible (e.g., public safety).

83. Fund Balance/Equity: The difference between a fund's assets and its liabilities. Portions of the fund balance may be reserved for various purposes, such as contingencies or encumbrances, carried forward into the next fiscal year, or reverted back to a granting agency if such is contractually stipulated.

84. Fund Transfers: Transferring monies between funds is a tool for maintaining a structurally-balanced budget. 85. Fund: A fiscal and accounting entity with a self-balancing set of accounts which is segregated for the purpose

of carrying on specific activities or objectives in accordance with specific regulations, restrictions, or limitations. The City of Page has several funds. Governmental accounting information is organized into funds, each with separate revenues, expenditures, and fund balances.

86. FY: Abbreviation for fiscal year, the time period designated by the City signifying the beginning and ending period for recording financial transactions.

87. GASB 34: Refers to Statement 34 issued by the Government Accounting Standards Board which establishes new requirements for the annual financial reports of state and local governments. The statement was developed to make annual reports easier to understand and more useful to the people who use governmental financial information to make their decisions (or who may do so in the future): legislators, their staff, and members of oversight bodies; investors, creditors, and others who provide resources to governments; and citizen groups and the public in general.

88. General Fixed Asset Account Group: A self-balancing group of accounts established to account for fixed assets of the City. This does not include fixed assets of the Enterprise Funds. These are included in the Enterprise Fund.

89. General Fund: The primary operating fund of the City; the General Fund accounts for most of the financial resources of the government not specifically accounted for in other funds. General Fund revenues include city sales taxes, licenses and permits, service charges, and other locally generated types of revenue. This fund usually includes most of the basic operating services, such as police protection, finance, data processing, courts, attorneys, parks and recreation, and general administration.

90. General Governmental Revenue: The revenues of a government other than those derived from and retained in an enterprise fund.

91. General Long-term Debt Account Group: An account group that accounts for the balances due on long- term indebtedness that has been financed. The group also accounts for the dollar value of the accrued vacation and other compensated absences of city employees.

92. General Obligation (GO) Bond: General obligation bonds must be approved by a majority of City of Page residents. They are sold to raise funding for capital expenditures.

93. Generally Accepted Accounting Principles (GAAP): These are the uniform minimum standards for financial accounting and reporting, reflecting the rules and procedures that define accepted accounting principles.

94. GIS: Acronym for geographic information system, a system designed to capture, store, manipulate, analyze, manage, and present spatial or geographic data.

95. Goal: A goal is the purpose towards which an endeavor is directed. A goal supports a department's mission statement and a citywide priority. Goals should include expected performance levels (i.e., citizen satisfaction levels, turnaround times, efficiencies, etc.) and are results-oriented, specific, state outcomes in measurable terms, and attainable within a specifically-stated timeframe.


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96. GOHS: Acronym that stands for Governor's Office of Highway Safety. A state agency that provides funding for grants related to traffic enforcement programs.

97. Governmental Accounting Standards Board (GASB): An independent not-for-profit organization that is responsible for issuing accounting standards for state and local governments.

98. Governmental Fund: A generic classification used by GASB to refer to all funds other than proprietary and fiduciary funds. The general fund, special revenue funds, capital projects funds, and debt service funds are the types of funds referred to as governmental funds. Governmental funds are said to be expendable; that is, resources are received and expended, with no expectation that they will be returned through user or departmental charges. Revenues and expenditures (not expenses) of governmental funds are recognized on the modified accrual basis of accounting.

99. Grant Revertment: When a government entity in receipt of a grant reverts any unexpended funds from the grant award to the granting agency.

100. Grant: A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee.

101. Gross Pledge or Gross Revenue Pledge: A pledge that all revenues received will be used for debt service prior to deductions for any costs or expenses.

102. Highway User Revenue Fund (HURF): The Special Revenue Fund that accounts transportation related revenue and expenditures associated to the construction or maintenance of city streets. This revenue is derived from the gas tax, a portion of which is returned to Cities by the state.

103. HURF: Acronym that stands for Highway User Revenue Fund. 104. Improvement District: An area that is established to receive specific capital improvements or services

deemed to benefit primarily those properties within its boundaries. 105. Incremental Budgeting: A budgeting process in which precedent determines how funds will be allocated

among departments and programs. Under incremental budgeting, increases in allocations usually occur in small increases over past levels.

106. Indirect Cost: A fixed or overhead cost that cannot be attributed directly to the production of a particular item and is incurred even when there is no output. Indirect costs may include the cost center functions of finance and accounting, information technology, administration, and personnel.

107. Industrial Insurance: Insurance for work-related injuries and illnesses, and pays for approved medical, hospital, and related services essential to an injured worker's treatment and recovery. It also provides partial wage replacement for injured workers who are temporarily unable to work.

108. Infrastructure: The physical assets of a government (e.g., streets or bridges). 109. Intergovernmental Revenue: Revenues from other governments, such as the state and federal government,

in the form of grants, entitlements, shared revenues, or payments in lieu of taxes. 110. iWorQ: Web-based applications for work management, permit management, code enforcement, and license

management for cities and counties. 111. JCEF: Acronym that stands for Judicial Criminal Enhancement Fund. The State of Arizona Department of

Public Safety administers this fund. This fund provides grant money to local law enforcement authorities to be used to enhance projects designed to prevent or control crimes.

112. Land Development: Capital improvements to preserve land or to enhance its public use. This includes fencing, outdoor lighting, drainage/storm runoff, and planting vegetation, as well as forest thinning.

113. Lease Purchase Agreement: A contractual agreement by which capital outlay may be purchased by making annual lease payments.

114. Lease Purchase: This method of financing allows the City to construct or acquire property and pay for it over a period of time by installment payments rather than an outright purchase. The time payments include an interest charge, which is typically lower than standard rates because the recipient does not have to pay income tax on the interest.

115. Levy Limit: In 1980, the Arizona Constitution was amended to limit the amounts which could be levied on property by the City and other local governments.

116. Levy: To impose taxes for the support of governmentally-provided services. 117. Liability: Resources owned by a government which have monetary value. 118. Limited Appointment: A position whose appointment is made for a specific project within a specific time

frame. Limited appointments must be for no more than 24 months in duration. 119. Line-Item Budget: A budget that lists each expenditure category (salary, materials, telephone service, travel,

etc.) separately, along with the dollar amount budgeted for each specified category. 120. Long-Term Debt: Debt with a maturity of more than one year after the date of issuance. 121. Major Fund: A fund consisting of 10% or more of the associated total revenues, expenditures/expenses,

assets, or liabilities of all governmental or all enterprise funds, and 5% or more of revenues, expenditures expenses, assets, or liabilities of all governmental funds and enterprise funds.


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122. Marginal Cost: The additional cost of providing service to one more resident or consumer. Once capacity is reached, additional service capacity must be funded, and marginal cost increases substantially.

123. Maturity Date: The date by which long-term debt will be paid off. 124. Mission Statement: A clear, concise statement of purpose for the entire City or department. The mission’s

focal point is broad, yet distinctly describes the City or department goals. 125. Modified Accrual Basis of Accounting: A type of accounting in which revenue is recognized when it is

measurable and available to finance the expenditures of the current period and expenditures are generally recorded when the related fund liability is incurred (with some exceptions).

126. MPC Bonds: A method of funding major municipal projects. Citizens do not have to vote on this means of financing, nor are the bonds subject to debt limitation as specified by State constitution.

127. MPC: Acronym that stands for Municipal Property Corporation. A non-profit corporation with the main purpose of providing a financing alternative to fund the cost of acquiring, constructing, reconstructing and improving various municipal properties and buildings suitable for use by and for leasing to the City.

128. NACOG: Acronym that stands for Northern Arizona Council of Governments. A council of governments representing western Arizona, headed by an executive board that assist member agencies with the administration of government, community development, planning of municipal facilities and road improvements. This council also determines the distribution of Community Development Block Grant (CDBG) allocations.

129. Net Direct Debt (or Net Bonded Debt): Direct debt minus self-supporting debt. 130. Net Pledge or Net Revenue Pledge: A pledge that net revenues will be used for payment of debt service. 131. Non-major Fund: A fund consisting of less than 10% of the associated total revenues, expenditures/

expenses, assets, or liabilities of all governmental or all enterprise funds, and less than 5% of revenues, expenditures expenses, assets, or liabilities of all governmental funds and enterprise funds.

132. Non-operating Expense: An expense that is not directly related to the provision of services, i.e. debt service. 133. Non-operating Revenue: Revenue that is generated from other sources, i.e. interest, and is not directly

related to service activities. 134. Non-recurring Expense: Extraordinary or one-time expense that is not expected to continue over time, at

least on a regular basis. 135. Non-recurring Revenue: Extraordinary or one-time revenue that is not expected to continue over time, at

least on a regular basis. 136. Object Code: Identifies the expenditure type (e.g., cash, accounts payable, salaries and wages, etc.) 137. Objective: A statement of specific direction, purpose, or intent based on the goals established for a specific

department. 138. Obligations: Amounts which a government may be legally required to meet out of its resources, including

both actual liabilities and encumbrances not yet paid. 139. Operating Budget: The portion of the budget that pertains to daily operations that provides basic

governmental services. The operating budget excludes the capital projects budget. It contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel and fuel.

140. Operating Expenses: The cost for personnel, materials, and equipment required for a department to function. 141. Operating Revenue: Funds received as income, exclusive of other financing sources such as bond proceeds.

In governmental fund types, this includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues, and interest income. Proprietary Fund revenues are directly related to the primary activities of the fund, i.e. user charges.

142. Operating Transfer: City resources are transferred between various funds. Transfers are made in order to subsidize projects in other funds. Transfers to other funds always equal transfers from other funds.

143. Overlapping Debt: The City's proportionate share of the debt of other local governmental units that either overlap it or underlie it. The debt is generally apportioned based on relative assessed value.

144. Performance Budget: A budget that focuses upon departmental goals and objectives rather those line items, programs, or funds. Workload and unit cost data are collected in order to assess the effectiveness and efficiency of services.

145. Performance Indicators: Specific quantitative and qualitative measures of work performed as an objective of specific departments or programs.

146. Performance Measure: As defined by GFOA, a specific quantitative measure or qualitative assessment of results obtained through a program or activity. It summarizes the relationship between inputs and outputs in achieving outcomes with respect to effectiveness, cost (efficiency) and quality.

147. Performance Measurement: As defined by GFOA, a process for determining how a program is accomplishing its mission, goals, and objectives through the delivery of products, services, or processes.

148. Personal Property: For property tax purposes in Arizona, personal property is designated as all types of property except land, buildings, or other real property improvements. Taxable personal property includes


224 | P a g e

movable items used for agricultural, commercial, industrial, or rental-residential purposes. Personal property is not attached permanently to real property and may be removed by its owner without damage to the real property. Mobile homes are also personal property unless the owners file an affidavit affixing the mobile home to their real property.

149. Personnel Savings: A savings in general, when budgeted positions are held vacant or employees are paid at a lower rate than was budgeted.

150. Personnel Services: A category of expenditures within the budget that includes salaries, benefits, temporaries, and overtime, etc.

151. Pledged Revenues: These are monies obligated for the payment of debt service and the making of other deposits required by the bond contract.

152. Position: A single specific instance of a job class, whether occupied or vacant, involving duties entailing the services of one person. A position may be full- or part-time as reflected in the FTE value.

153. Program Budget: A budget that focuses upon broad functions or activities of an agency or jurisdiction rather than upon its organizational budget units or object classes of expenditure.

154. Program: A set of activities that have a common purpose that produces results for customers. Programs are described in the department description and are aligned with the department’s mission and goals.

155. Proposed Budget: A plan of financial operations submitted by the City manager to the City Council. This plan reflects estimated revenues, expenditures, transfers, and departmental goals, objectives, and performance/workload indicators.

156. Proprietary Funds: Sometimes referred to as “income determination,” “non-expendable,” or “commercial-type” funds. They are used to account for a government’s ongoing organizations and activities that are similar to those often found in the private sector (enterprise and internal service funds). Revenues and expenses (not expenditures) are accounted for on the full accrual basis.

157. PSPRS: Acronym for Public Safety Personnel Retirement System, a state agency that administers governmental retirement plan for public safety personnel.

158. Public Hearing: An open meeting regarding proposed operating or capital budget allocations which provides citizens with an opportunity to voice their views on the merits of the proposals.

159. PUE: Acronym that stands for Page Utility Enterprises. Not-for-profit public power entity, owned by the City of Page.

160. Real Property: Real estate, including land and improvements (buildings, fencing, paving) classified for purposes of assessment.

161. Recurring Expenditures: Expenses expected to be funded every year in order to maintain current/status quo service levels.

162. Recurring Revenues: Revenues that can reasonably be expected to continue year to year, with some degree of predictability.

163. Reserve: An account used to indicate that a portion of a fund's assets are legally restricted for a specific purpose and is, therefore, not available for general appropriation.

164. Resolution: A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute.

165. Resources: The total amount available for appropriation including estimated revenues, fund transfers, and beginning fund balances.

166. Revenue Bond: A bond that is payable from a specific source of revenue and to which the full faith and credit of an issuer with taxing power is not pledged. Revenue bonds are payable from identified sources of revenue and do not permit the bondholders to compel taxation or legislative appropriation of funds not pledged for payment of debt service. Pledged revenues may be derived from operation of the financed project, grants, and excise or other specified non-ad-valorem taxes. Revenue bonds are not subject to the debt limitation as regulated by the State constitution; however, they still must be submitted to the voters for approval.

167. Revenue Neutral Position: A position is considered to be revenue neutral when its expenditure impact, i.e., its total cost, is directly offset by the generation of incremental (or "new") revenue.

168. Revenue: Funds that the government receives as income. This includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues, and interest income.

169. RICO: Acronym that stands for Racketeering Influenced Criminal Organizations. A Special Revenue Fund that accounts for the RICO revenues and expenses of the Police Department. Expenditures from this fund are restricted to the furtherance of law enforcement efforts.

170. Risk Management: An organized attempt to protect a government's assets against loss in the most economical method.

171. SCBA: Acronym for self-contained breathing apparatus, a device worn by rescue workers, firefighters, and other to provide breathable air in an immediately dangerous to life or health atmosphere.


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172. Self-Supporting Debt: Debt for which the City has pledged a repayment source separate from its general tax revenues (i.e. Wastewater bond repaid from wastewater user charges/improvement district (assessment) bonds utility income/special assessment bonds).

173. Service Area: These are made up of departments with similar goals and priorities with a common purpose and common issues to address.

174. Service Level: Services or products which comprise actual or expected output of a given program. Focus is on results, not measures or workload.

175. Services: A service is the productive outcome that the customer receives from a department. 176. Source of Revenue: Revenues are classified according to their source or point of origin. 177. Special Assessment: A tax or levy customarily imposed against only those specific parcels of real estate that

will benefit from a proposed public improvement like a street or sewer. NOTE: The City of Page does not assess property tax at this time.

178. Special Improvement District Bonds: Special improvement district bonds can be issued by a city to finance improvements in specific areas of the municipality. The property owners benefiting from the improvements are assessed to pay for the cost of retiring the bonds. This type of finance mechanism is generally used for such projects as street improvements and the extension of sewer lines.

179. Special Revenue Fund: A fund that accounts for the proceeds of specific revenue sources (other than major capital projects) that is legally restricted to specific-purpose expenditures.

180. Strategic Goal: A strategic goal translates resources into significant results to be achieved over the next two to five years providing the basis for evaluating the department as a whole.

181. Strategic Plan: A strategic plan sets forth the purpose, strategic goals, operational organization, and performance expectations for a department. The strategic plan provides information to department staff, corporate decision makers, the City of Page, and the public about how the department is organized to deliver results to its customers. It outlines the results that the department is accountable for achieving. The plan provides the opportunity for all department staff to observe how they contribute at all levels in the organization.

182. Structurally Balanced Budget: Supports financial sustainability for multiple years into the future by identifying key items: recurring and non-recurring revenues, recurring and non-recurring expenditures, and reserves.

183. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefits of the people. This term does not encompass special assessments.

184. Tentative Budget: A preliminary adoption of the budget that sets the expenditure “ceiling” that legally cannot be exceeded during a given fiscal year.

185. Trend: A documented recurrence of measurable events or circumstances over time that is increasing, decreasing, or even staying the same. The size of the number of occurrences often determines whether the recurrences constitute a trend.

186. Unencumbered Fund Balance: Amount of an appropriation neither expended nor encumbered; generally available for future purposes.

187. Unreserved Fund Balance: Unreserved fund balance is the excess of assets over liabilities and reserves that is available for general appropriation.

188. Variable Cost: A cost that increases or decreases relative to increases/decreases in the amount of service provided.

189. Vehicle License Tax: Also known as Auto-Lieu, a tax paid to the State by drivers when registering vehicles as part of the total registration cost, a portion of which is returned to the counties by the State.

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